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Representative POMs are described for Roles and Skills at each level of maturity.

1Initial

• Practice

  No practices for KAM roles and skills at this level.

  Outcome

  Limited understanding of roles and skills requirements.

  Metric

  No metrics.

2Basic

• Practice

  Identify a basic list of KAM roles and skills requirements at department level.

  Outcome

  List of skill requirements is identified.

  Metric

  # of role requirements identified. # of skills requirements identified.

• Practice

  Assign an experienced team of experts to develop KAM taxonomy of skills.

  Outcome

  Team of experts assigned.

  Metric

  # of experts in the team with knowledge of required KAM skills. Frequency of team meetings (# of meetings per week).

• Practice

  Develop a KAM taxonomy of skills to assist HR with skills selection requirements for different KAM jobs.

  Outcome

  KAM taxonomy of skills is developed.

  Metric

  Yes/No indicators confirming existence of KAM taxonomy of skills. # of skills included in taxonomy. % of specific skills matched to KAM jobs, based on use of taxonomy. % of skill selections completed, based on use of taxonomy.

3Intermediate

• Practice

  Identify and evaluate specialist KAM roles within different organisation functions.

  Outcome

  Specialist KAM roles identified.

  Metric

  # of specialist KAM roles identified. # of evaluation rounds.

• Practice

  Assign specialist KAM roles.

  Outcome

  Specialist KAM roles assigned.

  Metric

  # of specialist KAM roles assigned.

4Advanced

• Practice

  Approve KAM taxonomy of skills at enterprise level.

  Outcome

  Approved KAM taxonomy of skills.

  Metric

  Yes/No indicator confirming approval of KAM taxonomy of skills

• Practice

  Improve KAM taxonomy of skills with ongoing job fulfilments.

  Outcome

  Improved KAM taxonomy of skills.

  Metric

  Frequency of ongoing job fulfilments (% per year). Yes/no indicators confirming improvement of KAM taxonomy of skills.

• Practice

  Establish job training and performance evaluations to improve novice skills.

  Outcome

  Novice skills improved through training and performance evaluation initiatives.

  Metric

  Frequency of job training sessions. Frequency of performance evaluations. % of novice skills successfully trained. % of novice skills improved through training.

• Practice

  Ensure performance of assigned and trained roles meets expectations in some parts of the organisation.

  Outcome

  Performance of assigned and trained roles meets expectations in some parts of the organisation.

  Metric

  # of organisation areas with assigned and trained roles. Frequency of performance evaluation on assigned and trained roles fulfilments (# per year). % of assigned and trained roles meeting expectations.

• Practice

  Align assigned roles and employee skills with the HR department's skills retention and rewards schemes.

  Outcome

  Alignment is achieved.

  Metric

  Yes/No indicator confirming alignment.

5Optimized

• Practice

  Continuously monitor skill requirements, skill standards, job fulfilment, performance areas, and criteria for skills evaluation.

  Outcome

  Monitoring initiatives in place and taxonomy of skills is enhanced.

  Metric

  Frequency of monitoring initiatives. Yes/No confirming enhancement of taxonomy of skills. % KAM skill requests. % increase in skills standards per department. # of improved versions of criteria for skills evaluation.

• Practice

  Continuously improve education and training programs for roles and skills, and use "learning by doing" approaches across the enterprise.

  Outcome

  Continuous improvement of education and training is in place.

  Metric

  Frequency of optimisation of the "learning by doing" approaches (# of quarterly reviews in 1–2 years). Frequency of education/training programs (# per year). % success rate of the education and training programs (based on % of improved roles and skills).