SalesMax Report

From: Subject: SalesMax Report Date: Sat, 3 Nov 2007 17:32:27 -0400 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C81E3F.80F40DB0" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3198 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C81E3F.80F40DB0 Content-Type: text/html; charset="utf-8" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.bigby.com/samplereports/salesmax/reports/salesmax.asp =EF=BB=BF SalesMax Report

=

Selection Report = for: Suzanne Example

Tested: 4/15/2003 1:09:44 PM

Contents:

About the SalesMax Report

Selection Profile

SalesMax Advice

Interview and Reference Probe Suggestions

Management Suggestions

= PDF=20 Report Print =20 Close

~DistText~


About the SalesMax = Report	Suzanne Example Surveyed: 4/15/2003 = 1:09:44=20 PM


SalesMax provides three types of = information to=20 help you evaluate the candidate for a professional sales position. Sales=20 Personality - Relatively stable characteristics that do = not=20 change easily over time. Eight of these predict sales = performance, while=20 three others will help you to manage the candidate. All are = work-related=20 and have direct applicability to sales positions Sales=20 Knowledge - The candidate's understanding of effective = behaviors=20 and strategies at key stages of the sales cycle. The emphasis is = on=20 consultative and relationship-oriented sales. Sales=20 Motivations - The relative strength of eight sources of = personal=20 motivation to help you to manage and motivate the candidate, if = you hire=20 her. Using SalesMax Results: Sales Personality We recommend you first consider the candidate's sales = personality.=20 Using the Standard Success Profile, look at the number of scores = inside=20 the success zones (shaded areas). At a minimum, try to hire = candidates=20 who have personality scores that fall somewhere inside most of = these=20 success zones. If possible, look for candidates who have scores = in the=20 higher end of these ranges. In general, higher potential = candidates will=20 have personality scores that will fall in all or almost all of = the=20 shaded ranges. Further, the best candidates will most often have = scores=20 that fall in the high ends of the shaded ranges. The Sales Personality Success Index is a weighted scoring of = the=20 strength of these desirable personality characteristics. = Possible scores=20 vary from 0 to 48. From our research using earned sales = compensation as=20 a criterion, we recommend you avoid candidates with index scores = below=20 19 and recommend you pursue candidates with scores of 24 or = higher. Sales Knowledge Next, we recommend you consider the candidate's knowledge of=20 effective consultative sales strategies. Her scores in this = section of=20 SalesMax are an indication of how well she knows what to do in = various=20 selling situations. If she is an experienced salesperson, this = may be=20 very important information. However, if she has little or no = experience=20 and you expect to put her through a good sales training program, = low=20 scores in this area may not influence your decision to hire her = but may=20 help you to target areas for her training. Sales Motivations If you decide, based on her sales personality and knowledge = results=20 and your interview, that you want to hire the candidate, the = results of=20 this section may be helpful in deciding if her motivational = needs are a=20 good fit for the job and your supervisory style. Are the things = most=20 important to her available as rewards? Can you effectively = manage her=20 given her needs and the potential rewards you have under your = control?

Selection = Profile

Suzanne Example
Surveyed: 4/15/2003 = 1:09:44=20 PM

Sales = Personality

Energetic

= =20

Look for a candidate who has a = personality=20 that will be effective in sales.

Follows Through

= =20

Optimistic

= =20

Resilient

=20 =

Assertive

=20 =

Social

=20 =

Expressive

=20 =

Serious-Minded

=20 =

Self-Reliant

= =20

Accommodating

= =20

Positive About People

= =20

Sales Knowledge

Prospecting/Pre-qualifying

= =20

Evaluate his or her knowledge of = consultative selling strategies.

First=20 Meeting/First Impressions

= =20

Probing/Presenting

= =20

Overcoming Objections

= =20

Influencing/Convincing

= =20

Closing

=20

Sales Motivations

Recognition/Attention

= =20

Consider the candidate's = motivational=20 needs and how they fit with your organization and your = management style.

Control

= =20

Money

= =20

Freedom

= =20

Developing Expertise

= =20

Affiliation

= =20

Security/Stability

= =20

Achievement

= =20

SalesMax Advice

Suzanne Example
Surveyed: 4/15/2003 = 1:09:44=20 PM

Potential Sales Success:

The candidate's Sales Personality Index score was 19 out of a = possible=20 score of 48. This score falls in the second range of possible = scores (OK).=20 Our research indicates that candidates with scores in this range = have a=20 moderate probability of becoming successful. (About 4 out of 10=20 salespeople with scores in this range earned sales compensation in = the top=20 half.)

Score Range Advice

--- 00-18 Avoid

19 19-23 OK

--- 24-26 Good

--- 27-33 Better

--- 34-48 Best

Personality Insights:

The following potential strengths (+) and potential = weaknesses=20 (-) may help you to understand how the candidate's = personality may=20 impact her sales performance.

     + She should have a confident sales presence.

     + She can be assertive and forceful when necessary. She = should be=20 able to deal with most difficult, challenging or powerful = customers=20 and should be capable of asking for the sale.

     + She should be a people person who will enjoy most of the = social=20 aspects of meeting new clients or prospects and working with = them in=20 a sales role.

     + She should be cooperative by nature and willing to = accommodate=20 others in order to get along and meet their needs.

     - Her energy level is substantially below that of typical=20 salespeople and may be a significant shortcoming. She may = lack a=20 sense of urgency about getting things done quickly.

     - She may be somewhat less dependable about following = through on=20 her commitments than the best salespeople.

     - She appears to have a negative, pessimistic outlook and = may be=20 prone to moodiness and excessive worry.

Sales Knowledge:

The candidate appears to have a good understanding of effective = consultative sales techniques in the following areas:

     + Identifying sales prospects and pre-qualifying them.

     + Developing a clear understanding of the customer's = specific=20 needs.

     + Problem solving and overcoming objections.

     + Negotiating and closing the sale.

SalesMax=20 identified no strong sales training needs (on all of the scales = she scored=20 at least 40 percent correct).

Sales Motivations:

The candidate appears to be most strongly motivated by:

Increased opportunity to expand her network of contacts, = help=20 others, and generally socialize.

The following motivators do not appear to be important to the=20 candidate:

Security or job stability.


Interview and Reference Probe = Suggestions	Suzanne Example Surveyed: 4/15/2003 = 1:09:44=20 PM

The next section of this report provides = interview=20 and reference probes for following up and obtaining more = information=20 regarding this candidate's potential problem characteristics. For = each=20 identified topic, SalesMax suggests several questions to assist = you in=20 interviewing the candidate. SalesMax also generates several = questions to=20 facilitate discussion of potential problem characteristics with = her=20 references. Very Low Energy The candidate appears to have a much lower energy level than = the=20 typical sales professional. This may mean that she has difficulty = handling=20 a demanding work schedule or that she must "work smart" and = concentrate=20 her efforts to be effective. Interview Probes: During the interview, ask her to describe a typical = workweek. Ask=20 how she sets her priorities and how she allocates her time. = Probe for=20 indications of effectiveness despite a lower than average energy = level=20 or work pace. Ask her to describe a situation in her work life where she = had to=20 complete a significant amount of work in a short period of time. = What=20 were the circumstances that led up to the event? What did she do = to=20 accomplish her objectives? How did she feel afterwards? Ask general interview questions about work such as: "In what = types=20 of situations are you at your best?" and "In what types of = situations=20 would you like to be more effective?" Listen for answers that = suggest=20 she does not do well when she must put in long hours, complete = tasks=20 quickly, handle multiple demands under time pressure, etc. Pay attention to her body language during the interview. = Does she=20 appear sluggish or lethargic, exceedingly relaxed, slow moving, = -- or=20 more energetic? Reference Probe Questions: When talking with references ask the following types of = questions. "How does she compare with other salespeople in her ability = to=20 complete tasks on time?" "How does she compare with others in her ability to maintain = her=20 effectiveness while working long hours?" "How does her overall productivity compare with that of her = peers?" Low Follow Through The candidate scores somewhat low on the measure of follow = through or=20 dependability. People with low scores may not consistently follow = through=20 on their work responsibilities. Interview Probes: During the interview, ask the candidate how she thinks a = sales=20 manager should handle an employee who misses deadlines or = doesn't=20 consistently follow through on her work. Listen for responses = that=20 indicate sympathy for the employee or unrealistic expectations = from the=20 manager. Ask the candidate to describe a time when she was unable to = complete=20 an assignment or couldn't follow through on what she promised = she would=20 do. Listen for responses that indicate that she didn't think too = much of=20 it, or is prone to making excuses. Ask if she would have handled = the=20 situation differently today. Reference Probe Questions: When talking with her references ask the following types of = questions. "How does she compare with other salespeople in her ability = to=20 follow through on tasks in a timely manner?" "Would her customers and peers say that she honors her = commitments=20 or does she tend to let things slip?" Low Optimism The candidate scored low on the measure of optimism. Many = people who=20 score in this range can be moody or pessimistic (i.e., "the glass = is half=20 empty"). For some, this pessimism will affect their sales = productivity and=20 job performance. However, others with this profile can exercise = reasonable=20 control over their emotions so that the impact upon their job = performance=20 is limited. Interview Probes: During the interview, attempt to assess her ability to deal = with=20 pressure, stress, or disappointments. Ask her to describe what = sorts of=20 things irritate or annoy her. Ask her to tell you how her boss, = a peer=20 or a customer would describe her temperament, what she is like = under=20 pressure, etc. Ask how stress on the job affects her work. If the candidate = travels=20 in her current job (or would travel in this job), ask her what = she=20 thinks are the positives and the drawbacks about a job where = part of her=20 time is spent on the road. Listen for clues to the impact of = loneliness,=20 stress, and fatigue. Ask her to describe a time when she worked particularly hard = to make=20 a sale and the deal fell through. How did she react? What impact = did it=20 have on her? Ask her to describe how she copes with stress and = frustration.=20 Generally, positive responses would be answers such as: run, = take a long=20 walk, talk it over with a friend, try to think about positive = things.=20 Red flags would be responses that suggest inappropriate coping = behavior,=20 such as "having a few drinks" or responses that suggest denial = (e.g., "I=20 am never, ever, sad or in a bad mood."). Reference Probe Questions: When talking with her references ask the following types of = questions. "Compared to other salespeople you have known, how would you = describe her attitude or mood? (e.g., was she consistent or did = she tend=20 to have up and down moods?)" "How well did she handle job related pressure and stress?" "Would you describe her as even tempered or moody? Why?" "Compared to her peers, did she show more or less = sensitivity to=20 stressful events in her environment (e.g., pressure, time = deadlines)?=20 How did this sensitivity affect her productivity and work=20 relationships?" "To what extent did she display a 'can do' attitude versus = being=20 negative or easily discouraged?"


Management Suggestions	Suzanne Example Surveyed: 4/15/2003 = 1:09:44=20 PM


The remainder of this report suggests ways = to=20 effectively manage this person. In some cases the management = suggestion=20 identifies a potential problem area in her personality results and = recommends an approach for optimizing her effectiveness on the = job. In=20 other cases, her motivations are discussed and suggestions for how = to best=20 motivate the candidate are highlighted. *Handling A Demanding Work Pace:* Her = slow work=20 pace may not be adequate in a fast-paced, sales environment. She = is likely=20 to need specific work goals and to be held accountable to meet = time=20 deadlines in order to be effective. Initially, it may be helpful = to set=20 some interim deadlines (checkpoints) to ensure that she is making = progress=20 towards her goals. Further, time management courses or readings = may also=20 be helpful in coaching her to use her energies more effectively. *Improving Follow Through:* She should = be=20 encouraged to assume more responsibility to follow through on her=20 responsibilities. In managing her, make sure that she has a clear=20 understanding of that to which she has committed and by when. = ("John, you=20 said that you will have the sales projections for Company X to me = by next=20 Tuesday.") For long-range activities, suggest that she set interim = deadlines to make sure that she is progressing toward her goals. = If she=20 falls behind, hold her accountable and help her to find strategies = to=20 avoid this shortcoming in the future. *Developing a More Positive Outlook (Becoming More=20 Optimistic):* Her tendency towards a negative or = pessimistic outlook could interfere with her sales effectiveness. = She may=20 require more time and attention than most sales people in order to = keep=20 her spirits up. If so, we recommend that she be recognized and = rewarded=20 for learning to keep her emotions in check and for avoiding = displays of=20 negativity. *Affiliation Motivation:* The = opportunity to=20 expand her network of contacts, help others and generally work = with people=20 is important to her. It may be helpful to encourage her to become = involved=20 in company, community, or professional organizations which will = help her=20 meet this need as well as expand her network.

=C2=A92001 Bigby Havis & Associates, = Dallas, Texas.=20 All rights reserved.

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