Profile XT-Sales Employee Assessment
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The world\'s leading predictive tool for accurate selection of Top-Performing Sales personnel.
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Profile XT-Sales Employee Assessment
- 1. Profiles International Enabling the High-Performance Workforce
- 3. Companies Face Two Types of Challenges… People Challenges System Challenges Profiles International focuses on people challenges .
- 5. Your Challenge: To ensure that every “people” decision—whether hiring, promotion, or development is aimed at achieving Superior Sales Performance .
- 6. A new Sales candidate is like an iceburg: You can see what’s above the surface… But what lies below the surface is hidden…and it can make all the difference between success or failure in a salesperson’s performance.
- 7. Get the Whole Picture by using an accurate Sales Assessment Tool to measure the Total Person. 10% - Good, but limited information: Skills Experience Education 90% - Essence of the Total Person : Thinking Style Behavioral Traits Occupational Interests
- 8. SALES PLACEMENT REPORT The Profile XT-Sales assessment averages 82% accuracy…that’s four out of five top performers, reliably. Competing assessments only average in the low ‘60s .
- 11. A Good Match A good match is indicated by a cumulative job-match score in the range of 75% - 95%, the higher the better.
- 12. A Poor Match A poor match is indicated by a cumulative job-match score that is below the desired range of 75% - 95%, indicating a probability of low satisfaction with a candidate’s performance.
- 13. SALES PLACEMENT REPORT Areas of possible concern: Areas of possible concern are indicated and explained in detail.
- 14. SALES PLACEMENT REPORT Suggestions for pre-hire interview questions Suggestions are provided for additional questioning during the next interview.
- 15. SALES PLACEMENT REPORT Additional pre-job offer considerations Suggestions are provided for additional consideration before extending a job offer to the candidate.
- 18. Use All of Your Resources Sources: Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business. 14% 26% 38% 54% 66% 75+% Interview Reference Checking Personality Testing Abilities Testing Interests Testing Job Matching
- 20. Thank You! David Dennard Profiles International, Inc. 972-701-0222
Editor's Notes
- Credibility: SSP’s background Profiles International overview Prospect background
- We find that there are only two types of problems companies face today – System Problems and People Problems. (Elaborate on Systems and People problems i.e. We all know what systems problems are, right? If you have systems problems then those can be fixed with good people, but sometimes it seems that people problems never go away. Good people can fix system problems, but good systems can’t fix people problems) *Have you found this to be true? At Profiles, we are experts in assisting companies like yours to develop a High Performance Workforce. What we are learning more and more is that a lot of organizations have low performance workforces. Would you agree? There is a road to building a HPW and that’s what I’m here to talk to you about.
- Based on this information I have shared with you, here is what every organization NEEDS to know to develop a High Performance Workforce. There are three areas here I like to mention to you, the first being when the candidate walks through the front doors of your company. (three circles) Selecting the Right People – we can look at these areas… (read items) or Accelerating Employee Productivity , which involves… (read items) And then, of course in your efforts to Making you Manager more Effective you can… (read items). *I’m curious, within your workforce, would you agree that if none of these were issues, that you would be on the road to developing a High Performance Workforce? If you had a totally HPW, what would happen? How would you get there? *Looking at these issues, which do you feel your company excels in? *To help me better understand your challenges, which of these areas in particular do you feel need improving? Tell me more? What else should I know? Why do you say that? For example? So what you’re saying is…. I sense you are… You seem….
- To avoid unnecessary people costs you must be sure that every time you make a people decision - whether you are hiring someone new, moving someone from one job to another, promoting someone, or investing in training or development – that you are doing so with a view to promoting superior performance in the target position. But how do you do this? Well, to understand the ‘how’ first we need to look at the ‘why’ - why some people perform at a superior level and some don’t. <Click>
- People are like icebergs — there is more beneath the surface than above. <Click>
- To get the essential information for making better hiring decisions, you must look beneath the surface and get the complete picture of a job candidate. We call this the essence of the “Total Person”. To generate a good job match you need to know the person thinking style, job-related behavioral traits and their job related interest. <Click>
- The Profile is a three-part assessment. It compares individuals to customized Job Match patterns in order to predict Job Success by assessing Thinking Style, Occupational Interests, and Behavioral Traits.
- This is an example of a Job Match Pattern. The shaded areas indicate the pattern you want your job candidates to match. These patterns are always customized to fit the jobs in your company because they are based on the qualities and characteristics of the people who are your best employees. The pattern is a composite of the shared characteristics of the people who are the best performers in this particular job. By hiring people who have comparable characteristics, you bring people into your organization that are just like the people who perform the best for you. This is Job Match, and it is your best method for predicting Job Success.
- For example, this graph represents good Job Match. The shaded areas are the Job Match Pattern, and the numbers are the applicant’s scores. The numbers within the shaded areas indicate Job Match. You can tell at a glance whether or not a job candidate is like your best employees. Do you see how easy it is to use The Profile ?
- Let’s look at an example of a poor match. Remember that the shaded areas are the Job Match Pattern, and the numbers are the individual’s scores. As you can see, the individual’s scores do not match the shaded area (the pattern). This represents a poor match.
- Job match patterns are used for: <Click> Selection and Onboarding <Click> Coaching and Mentoring <Click> Training <Click> Promoting <Click> Managing Performance <Click> Succession Planning <Click>