市场经济时代，越来越多的企业把人才列为战略资源，在众多人才中销售人才是企业打开目标市场的关键钥匙，如何做好销售人才的管理应作为当代企业人力资源管理聚焦的重点。2018年中国环境治理由传统PPP和EPC模式向生态环境综合治理模式转变，同时伴随着越来越多的传统基建企业尤其是大型国有企业向新业态下的环保行业涌入，环保企业之间的竞争愈加激烈，环保企业的销售人员必须不断提高个人素质，寻求自我突破和创新，才能顺应这一必然发展趋势。

F公司是一家外资的的环保公司，主要从事自然流域的水环境综合治理业务，自2016年进入中国，顺应中国生态环境发展大趋势，短短几年发展迅猛，为了快速在中国环保行业立足，F公司在创建初期迅速吸纳人才，尤其是销售人才，经过几年的发展，F公司步入稳定发展阶段，这期间F公司的销售人员管理问题逐渐暴露，严重影响了公司市场销售和经营工作。本文从招聘管理、培训管理、绩效管理以及薪酬管理四个方面对F公司销售人员的管理进行了梳理，主要问题表现在：招聘难度增大，录用比例和转正比例逐年下降，销售人员流失比例升高；培训出勤率不高，培训效果差；绩效作用失灵，绩效满意度不高；同岗位薪酬差距较大，薪酬缺乏竞争力，薪酬结构不合理等方面。为了改变销售人员管理现状，提高F公司的销售人才竞争力，F公司开展了销售人员胜任力模型的构建工作。

本文从F公司的实际情况出发，结合F公司的企业战略目标，通过文献分析、销售人员岗位职能分析，初步提炼出销售人员胜任力力素质指标，通过行为事件访谈的方式对绩优组和普通组销售人员的胜任力素质进行对比，进一步确定F公司销售人员胜任力素质指标，然后通过问卷调查法对销售人员胜任力特征重要性进行统计分析，确定最终的胜任力素质指标，最终通过权值因子判断法确定胜任力指标的权重，从而构建出F公司销售人员的胜任力模型，并基于已构建的销售人员的胜任力素质模型，对F公司销售人员管理在人力资源管理方面暴露出的问题进行诊断和解决，为F公司销售队伍建设提供更加可靠的理论支持，同时对同类型环保企业销售团队建设和管理提供一定的参考借鉴价值。

In the era of market economy, more and more enterprises regard talents as strategic resources. Selling talents among many talents is the key to open the target market for enterprises. How to manage sales talents should be the focus of human resource management in contemporary enterprises. In 2018, the National Conference of Ecological Environment Protection was held. The "ecological civilization" was written into the constitution, and the Xi Jinping's ecological civilization ideology was formally established. It indicates that China's ecological environment protection has entered a new historical stage of development. China's environmental governance and operation are transformed from the traditional PPP and EPC mode to the comprehensive ecological environment management mode. Under this new form, with the influx of large state-owned enterprises into the environmental protection industry, the competition among environmental protection enterprises is becoming more and more fierce. The sales personnel of environmental protection enterprises must constantly improve their personal capability, seek self breakthrough and innovation in order to comply with this inevitable development trend.

F company is a foreign-funded environmental protection company, mainly engaged in the comprehensive treatment of water environment in natural catchment. To catch the development trend of China's ecological environment, it has entered China in 2016 and developed rapidly in the recent years. In order to gain a foothold in China's environmental protection industry, F company has rapidly absorbed talents, especially sales talents, in the initial stage of establishment. After several years of development, F company has entered a stable development stage, the problems of sales personnel management of F company gradually exposed, which seriously affected the company's marketing and operation. This paper combs the management of sales personnel in F company from four aspects: recruitment management, training management, performance management and salary management. The main problems are as follows: the difficulty of recruitment is increasing, the proportion of employment is decreasing, the proportion of dis-employment is increasing, the attendance rate of training is low, and the training effect is poor, the function of performance analysis is ineffective, the satisfaction over performance analysis is low, the salary gap between the same positions is high, the salary lacks competitiveness and the salary structure is unreasonable, etc. In order to change the current situation of sales management and improve the competitiveness of sales talents in F company, F company has carried out the construction of competency model over sales personnel.

This research focused on the actual situation of F company, combined with F company's strategic objectives, literature analysis and sales staff post function analysis, the sales staff competency quality index has been preliminarily extracted. The sales staff competency quality index of F company has been further determined through comparison between the competency quality of the excellent group and the ordinary group based on behavior event interview. After that, through the statistical analysis of the importance of the competency characteristics of the sales staff in the questionnaire survey method, the final competency quality index is determined. Finally, the weight of the competency index is determined by the weight factor judgment method, so as to construct the competency model of the sales staff of F company. Based on the competency model of the sales staff, problems exposed in F company regarding the recruitment management, training management, performance management and salary management has been diagnosed and solved. This procedure further optimized and improved the human resource management system of F company, and it provides more reliable theoretical support for the construction of sales team of F company, and reference for the construction and management of sales team of similar environmental protection enterprises are being provided.