Sales Transformation Roadmap


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Sales Transformation Roadmap

  1. 1. Sales Transformation RoadmapWith Chally’s World Class Sales andTalent Audit Methodology
  2. 2. The Goal of Sales Talent ManagementThe goal of Sales Talent Management for any organizationis to identify the right talent early, screen out themismatches before they are hired, retain the high potentialtalent you want to keep, and identify and develop talentfor future opportunities within the organization. Anaudit of a sales talent pool provides organizations witheasily accessible decision making tools that enable them toselect, align, engage, develop and retain the sales talentnecessary to drive strategic objectives. Facts: Sales Talent Audits Can Help You: • Identify trends, gaps, and needs at the organizational, team, and individual levels 65% of salespeople who fail could be successful in other roles in the organization • Compare individuals to multiple sales roles to identify best fit roles and talent optimization 15% Fewer than 15% of “Superstar” salespeople succeed in management • Strategically make decisions on sales promotions and succession planning 70% of strong inside salespeople are good atwhen maintaining client relationships, yet fail • Identify strengths and weaknesses of the sales organization down to the competency level asked to drive new business development with outside accounts • Target specific sales training and development needs across multiple levels of the organizationThis document outlines what it takes to make a World Class sales force by understanding the types ofsalespeople and how to measure their specific sales “DNA” to optimize performance.2
  3. 3. What Makes a Great Sales Force ?Chally routinely presents the World Class What Customers Want Critical SalespersonSales Benchmarking study. This study from Sellers Skillsconsists of businesses across a broad Our initial tri-annual interviews with over Having conducted extensiveindustry spectrum to identify the criti- 1,000 corporate customers established research into customer purchasingcal sales practices of exceptional sales three major needs customers expected behavior, we are able to enumer-forces as measured by the customers vendors and sellers to address, even ate these new buying needs. Thisthey serve. For the 2006 benchmarking though customers were not confident list of expectations essentiallyresearch, each salesperson was rated on they could get them. defines the role of the new sales15 critical evaluation points. In addition, professional of the 21st century.three consecutive years of purchase • Customers want to narrow their ownvolume for each rated salesperson was focus to the few things they do best, In the customers’statistically correlated to identify the fac- and outsource the rest without the own words:tors that drive buying decisions. These added overhead costs of supervising their suppliers; • Be personally accountable forstudies have been sponsored by major our desired resultscustomers including: ACDelco, Johnson • Customers want sellers to know • Understand our business& Johnson, The Mead Corporation, Pepsi their business well enough to createCola, Reynolds & Reynolds, Steelcase, • Be on our side products and services they wouldn’tUPS, IBM, Marriott, GM Fleet and Com- have been able to design or create • Design the right applicationsmercial, Ohio University and Advantage themselves; • Be easily accessiblePerformance Group.The results of this research are organized • Customers want proof — hard • Solve our problemsinto a comprehensive manual, the World evidence — that their suppliers have • Be creative in responding to ourClass Sales Excellence Report. added value in excess of price. needsThe following are key findings of the Customers believe sales forces thatWorld Class Sales studies. excel at these seven factors will best fill their three basic business needs. By benchmarking the top 10 of these sales forces, we identified the critical success factors for “World Class” sales, and the standards of sales excellence. Benchmarking pinpoints how world class sales forces manage customer satisfac- tion, understand their customers’ businesses and deliver the other benefits their customers want. 3
  4. 4. New Requirements, New CultureTo be the “outsource of choice” forces a not only of the product but also in doing marking others, through partner­ hips, sseller to refocus the corporate culture. business with the seller. The outsource or coincidentally by just attacking theirCreative engineers or other technical of choice will take responsibility for man- own needs. Through a “total quality”experts who invent new products are aging the relationship or, as sometimes styled approach, they are inves­ igating tnot enough to sustain a competitive defined, the “partnership” between and analyzing their customers’ needsadvantage. Too many new products do seller and customer. This will require and problems. They are reorganizingnot match customers’ priorities or are the role of the salesperson and, conse- their proc­ sses, developing new skills, etoo difficult to understand or use; some- quently, the role of the sales managers creating new measures and new stan­times they are simply not needed. who train and develop the salespeople, dards and, most of all, committing to the to change. need for continuous im­ rovement. pThe focus must change from productto benefit or business result. Grandi- Top sellers are changing from peddlers The most basic tenets of total qualityose products and services with more to relationship managers, from order- management require the biggest invest-capacity, features, or options are often takers to consultants. In some cases, ments to be in people and measure-just seen as overpriced. Additionally, order taking, service, technical support, ment. In fact, the hallmark of how theproducts and services must be simple and product expertise are not even world class selling companies can beto use and manage, either in their own directly provided by the salesperson. recognized is in their approach to theirright or because the seller manages the people and their approach to informa- While the requirements are changingcomplexity as part of the sale. tion and its management. and many of the solutions are new, theThe focus must also change from price approach top sellers use is remarkablyand delivery to utility and ease of use, con­ istent, either intention­ lly by bench s a The Basics of World Class Sales Simply stated, the The basic priority, therefore, is to add Corporate Express starts overriding philosophy of value to the customer’s business. For with the customer. “Our value these best sales forces is: example, Here are a few methods proposition involves really “Be the outsource of implemented by current World Class surrounding our customers with preference.” Sales winners: valued-added contacts.” Applied Industrial Global Imaging teaches its Technologies maintains a salespeople how its customers buy Customer Advisory Council that meets its products and services. In doing annually to allow existing customers so, the salespeople are again put to discuss Applied’s areas of strength into the shoes of the customer and and opportunities for improvement. see from the customer’s perspective These sessions are conducted by a how their own selling behaviors are third-party facilitator perceived. Insight’s Enterprise Sales Force has several selling roles with differing responsibilities at various steps in the sales cycle.4
  5. 5. Adding value requires at least three critical elements: Changes at all the world class sales seven. The process areas they have 1 Measure (identify the business needs of forces are still in process and will con- not focused on were either less critical, customers); tinue to be. Customers did not credit due to the nature of their product or these top sales forces with perfec- service, or, more likely, because they tion, just being closer to it than their had first focused on the most critical 2 Develop the added services to wrap competitors. But the spirit of kaizen processes, and they just haven’t gotten (continuous process improvement) is to the others … yet! around your products, which well-respected in world class sales force will guarantee customers’ More importantly, because of the diver- management. In essence, no matter business improvement; sity of products, channels of distribu- how good they get, they recognize tion, and needs of customers across they can always be better. the best-in-class sales companies, an Measure again 3 for both continuous improve- While, in summary, people and infor- mation are the major focus, we found organized review of why and how they approached each area establishes a ment refinements as well as seven distinct process areas that could valuable decision analysis guideline proof for customers that their be described as critical benchmarks. beyond the solutions established by business was improved. All of the top-ranked sales companies any one sales force. have rigorously addressed most of theThe seven sales benchmark process areas are 1. Customer-Driven Culture More importantly, and a greater source comprehensive set of criteria that es- 2. Recruiting and Selection of error in sales management, is the sentially documents the “technology” of 3. Training and Development choice of options to approach the need. market segmentation and sales force spe- 4. Market Segmentation For example, a seller who identifies a cialization. The same is true for each of need to segment markets still must the other seven benchmark areas. Now, 5. Sales Processes decide how to segment: by customer in- rather than intuit or deduce a solution 6. Information Technology dustry, by customer size, by geography, based on previous and perhaps inap- 7. Organizational Integration or perhaps by product or service offered. propriate experience, informed sales and The difficult challenges include: Can we corporate executives can apply estab- The priority and type of solution for afford more than one salesperson in the lished guidelines that help analyze and each of these seven process areas same geographic territory? Will custom- prioritize the options evaluated. The best varies according to the specifics of the ers accept multiple contact from the same sales practice companies in aggregate product and mar­ et. For example, k vendor, each representing a different provide a manual of best practice options sales force segmentation or special- product or service? Can a salesperson af- and appropriate application criteria. ization is a priority when different ford to specialize and still cover all the ac- customers or customer groups require For additional details go to: counts assigned? In how many different specialized added values that are areas can a salesperson become expert? not appropriate for other customer to download “How To Select A Sales Force That groups. The more dramatically added By analyzing the very different options Sells” White Paper for more details. value needs vary, the more critical that the best sales companies selected, sales force specialization becomes. and the rationale and effectiveness of the solution, we can establish a more 5
  6. 6. How to Match the Right Type ofSalesperson to Your Customers*The most successful sales managers recognize that all good salespeople must have certain vital skills and motivations. Thedegree and type required, however, will vary according to what customersMarket and customer analysis by Chally has identified four distinctly different types of customers. They, in turn, respond mostpositively to four different types of salespeople.Understanding Market (Purchaser) Types Understanding the Basics of Customer NeedsTruly new products are typically purchased either by technicalexperts (who must buy new technology to remain expert) or Customer need is largely driven by two factors:(more frequently) by visionary “gateswingers” who have never • Complexity of using a product/serviceused that product–for example, the state-of-the-art dermatolo- • Experience or expertise in its use or applicationgist who buys a new style laser for removing skin blemishes In Chally research, we have found that intuitive gateswingersbut hires an expert to operate the equipment. Even so, most need an emotional appeal stimulated by “closing” salespeoplebrand-new products must seem exciting yet be simple enough in order to understand the benefit. The gateswinger, then, doesn’twant 20 different features from which to choose. Inexperienced but real users have both substantial technical and application support needs and purchase and deliveryThe new “system” buyer is an inexperienced but real user. This needs that must be met by a “consultative” sales approach incould include a financial services buyer who must select asset order to use their system.managers. It could also be a computer system user. Once this Experienced and demanding users no longer have high techni-person becomes knowledgeable on usage, he or she becomes an cal and application support needs. However, they continueexperienced and more controlling user of the established system. to have pressing purchase and delivery needs that include aCommodities buyers have become so totally experienced with a major personal component with a “relationship” salesperson toproduct or service that the purchase and usage are completely help in the ordering process. Typically, only two needs predictstandardized and often delegated as a routine function ... when was commodity buying behavior from “display” salespeople: pricethe last time you asked how to use an electric pencil sharpener? and convenience. CUSTOMER NEEDS MARKET (PURCHASER) TYPES CUSTOMER COMPLEXITY IN USING (BUYING) YOUR PRODUCT OR SERVICE HI TOUCH NEED TECHNICAL & NEW SYSTEM BUYERS ESTABLISHED NEED PURCHASE SALE APPLICATION AND SYSTEM BUYERS PURCHASE & & DELIVERY SUPPORT INEXPERIENCED AND REAL USERS EXPERIENCED AND DELIVERY SUPPORT FROM FROM A RELATIONSHIP (IN SELECT USAGE) REAL USERS A CONSULTATIVE SALES APPROACH (IN BROAD USAGE) CUSTOMER SALES APPROACH COMPLEXITY IN USING (BUYING) YOUR PRODUCT COMMODITY OR SERVICE NEW PRODUCT BUYERS NEED PRICE & CONVENIENCE BUYERS NEED AN EMOTIONAL APPEAL FROM A DISPLAY EXPERIENCED USERS FROM A CLOSING SALES (COMMODITY) SALES EXPERTS OR INTUITIVE WITH STANDARDIZED LO APPROACH APPROACH “GATESWINGERS” PRODUCT/SERVICE TOUCH SALE HI LO The Product Market Lifecycle TECH CUSTOMER EXPERTISE & EXPERIENCE WITH TECH SALE YOUR PRODUCT OR SERVICE SALE* Based on book by: Howard P. Stevens and Jeff Cox,The Quadrant Solution, American Management Association, 19916
  7. 7. Determining Customer NeedsActually identifying and analyzing customer needs, those that influence buying behavior and those that predict buying behavior,is an emerging research science being pioneered by Chally.It is a sophisticated process involving scoreable executive interviews that lead to quantifying qualitative, open-ended data. How-ever, we have established key questions that can assist you in determining your customers’ basic needs. CONSULTATIVE RELATIONSHIP SALES SALES Matching The Right Salesperson Matching the right salesperson to customer needs, re- quires an understanding of the four types of salespeople: CLOSING DISPLAY SALES SALES Questions Indicating Technical and Questions Indicating Purchase and Applications Needs: Delivery Needs: 1. Customers are biased toward buying from a prestigious 1. Your customers see less (or little) technical or name partly because they lack the internal expertise to qualitative difference between your product/service evaluate or critique our product or service and competitors, and therefore select on “service” price? 2. Customers recognize that the quality of technical assistance and follow-up is more important than price? 2. Your customers are more bothered by late delivery or poor follow-up than engineering” issues or new 3. Your product or service is not so built into your product development? customers’ way of doing business that it is essential to them? 3. Your customers expect regular contact, not just when you want to take their order? 4. You are perceived as one of only one or two sources where customers could obtain product/service? 4. Your products/services would be difficult to buy from a catalog without someone to talk to? 5. Your product or service must be custom ordered? 5. Customers tend to stay loyal to vendors they know 6. Reliability and credibility (often an image) are more and trust? important than price? 6. Customers often develop personal relationships with 7. Follow-up orders will also require technical help to plan salespeople (possibly even following them if they or design the order? switch to work with another vendor)? 8. Price is not a major issue as long as the “benefit” seems 7. It takes customers a fairly long time to really trust worthwhile? and depend on a new vendor? If you answered “Yes” to five or more questions, 8. Usually your customers will not just call in an order your typical customer is in one of the two left without at least occasional face-to-face contact? quadrants. If four or less, your typical customer is in one of the two right quadrants. If you answered “Yes” to five or more questions, your typical customer is in one of the top two quadrants. If four or less, your typical customer is in one of the two bottom quadrants. 7
  8. 8. How to Specialize Your Sales Force to Meet Company Objectives Companies emphasizing growth and specific business initiatives often find it appropriate to segment sales activities beyond recog- nizing the four broad seg­ ents of customers. Extensive Chally research of more specialized sales forces has identified 14 specific m sets of sales and service skills that are required to succeed in specialized sales roles. The sales specialist “map” below demonstrates aSALES SPECIALTY MAP a sales executive to identify the one unique profile best suited to accomplish a specialized sales initiative. A decision tree that allows Hunter Farmer Other series of no more than five questions will lead to the best match. Outside: Field Sales Inside: Telesales/Mktg. Customer Service Indirect Sales Direct Sales Full Line Full Specialized Products/Services Sales to Resellers or Major Account Territory through Distributors Strategic System Product/ Product/ Account Specialist Service Transactional Specialist Specialist New Business Major Account Development Management (Hunter) (Farmer) Consultive Relationship (more Hunter) (more Farmer) Product/System Product/System Outbound Inbound Customer Service Questions Q Is this position field (outside) sales or inside (tele) sales? Q Is the position proactive (outbound tele or direct sales contact) or reactive (inbound tele or indirect field sales through a distributor) or primarily customer service? Q Is the position primarily responsible for a full line or a specialized product or service? Q Is the sales effort account based (strategic or major accounts) or geographically based (territory sales)? Q Is the salesperson’s responsibility primarily to acquire new accounts (hunter) or maintain and grow existing ac- counts (farmer)? 8
  9. 9. Roles and Requirements ofSpecialized Sales Positions Indirect Sales Territory Relationship (via distributors or resellers) Product Sales Acquires skills at training cus­ omers (on sales and t Calls for a disciplined and systematic approach programs), making joint sales calls, sales motivation- to goal achievement and a focused response to al and presenta­ ion techniques, product knowledge, t customer needs in a service capacity, as well as and the ability to maintain repeat sales effective communication skills and the ability to work a sales plan in account penetration; removes objections and gives permission to buy Strategic Account Manager Strategic relationships are built with major custom- ers through initiative, a willingness to work long Territory Consultative hours, proactive assistance and support, a willing- System Sales ness to further develop technical competence, and Demands the skill to develop business through an emphasis on sharing information that is perti- effective lead generation, qualification of nent and will have lasting educational impact profitable prospects, and tailored presentations; willing to work long hours to meet objectives, sets ambitious goals and achieves them through New Business effective selling, and understands sales strate- Development (Hunter) gies and tactics Demands individuals who can develop leads, find opportunities, pene­ rate prospects and customers, t and be willing to put in long hours as well as prob- Territory Relationship lem solve and close System Sales Adapts image to accommodate customers, gives personal attention, and takes hands-on respon- Account Management (Farmer) sibility for assuring continued customer satis- Requires excellent customer rela­ ions skills focused t faction; knowledgeable of sales strategies and on working internal systems on the customer’s be- pushes to set personal records in sales; comfort- half, and effec­ iveness at explaining and clarifying t able with the recognition of a high-profile role issues to the customer; this is driven by the desire to increase business and the ability to work long hours when necessary to accomplish that System Specialist Focuses on assum­ng the leadership to learn cus- i tomer needs and goals, stays continuously aware Territory Consultative of the market and spends the long hours it takes Product Sales to influence and train others Focuses on establishing a credible image, develop- ing new business through effective qualifying and presentation skills driven by the motivation to be an effective consultant See additional on next page 9
  10. 10. Product / Service Specialist Inbound Telesales Customers look for individuals who provide Requires an image conscious vocal demeanor reliable information, learn their business, know in a service oriented individual who is inter- the market, and communicate effec­ ively while t ested in learn­ng the customer’s needs, solving i remaining dedicated to their own sales results problems, and making the appropriate (and profitable) recom­mendations Product / Transactional Specialist Demands initiative and perseverance to develop Customer Service Representative leads, qualify, and close on an ongo­ng basis i Calls for a focused commitment to take per- sonal responsibility for satisfying all customers, regardless of their attitude or style; solutions Outbound Telesales must be intelligently thought out, often quickly, Takes the initiative to present benefits and answer and presented with a positive attitude objections in order to grow the business; willing to learn the products and services; can persevere for as long as necessary to succeed HOW SPECIALIZED SALES POSITIONS FIT THE FOUR MARKETS CLOSING CONSULTATIVE RELATIONSHIP DISPLAY Pro/Re active Telesales Telemktg. (Customer Service) Direct Sales Indirect Sales Product Offering Concept Sales System Sales Product & Service Product Only Customer Size Strategic Accts. & Major Accts. Territory Accts. Growth Rate New Business Dev. (Hunter) Acct. Management (Farmer)10
  11. 11. A Strategic Method for More AccurateSales Talent Management DecisionsResearch-Based Assessment Chally’s single online assessment is The Talent Audit is very different fromto Pinpoint Specific unique. It captures 866 data points that “old school” employee assessmentsStrengths and Weaknesses each represent a potential marker associ- because it is:Most organizations have identified Sales ated with habits, traits, competencies, skills, aptitudes, and attitudes that influ- • Designed to reveal predictiveTalent Management as a strategic prior- ence an individual’s success on the job. results used for effective decisionity. However, the methods they use to The assessment can evaluate an indi- making—rather than to create merelyevaluate employees are typically flawed. vidual on 156 unique work performance comprehensive or descriptive dataMaking effective decisions about Sales skills that have been validated in more (which often have limited value)Talent Management is nearly impos- than 200 studies of actual on-the-job • Standardized, with the same exactsible when relying on methods that are performance. All of Chally’s capabilities measures across all positions—rathersubjective, inconsistent, not tailored to have been researched on a database of than using different measures forspecific job skills, or because the results over 250,000 salespeople, professionals, some jobs, which create skewedare not meaningful enough to support and managers. resultsobjective and accurate decision making. Aggregated View of Skills • Completely objective—rather thanHowever, an assessment that cre- to Determine Job Alignment colored by personal or politicalates truly predictive data is a priceless and Training Needs agendadecision-making tool. That difference Just as DNA is specific to a given indi-is exactly what makes Chally’s assess- vidual, a Talent Audit can pinpoint the • Flexible, enabling key data to bement and Talent Audit a key differentia- “job skill DNA” of a given employee. It compared and cross-referenced intor for every organization. This unique, provides access to skill comparisons and endless varieties—rather than limitingweb-based assessment system for talent overall success potentials with a predic- access to a single individual, jobselection, alignment, and development tive accuracy similar to the way a DNA function, or group at a timeis truly the “next generation” of applying strand identifies genetic makeup of eachtotal quality management (TQM) to tal- • Easy to interpret—free of complex individual.ent management. mechanisms that waste valuable time In this manner, organizations are able without adding clarity or analyticalAssessment results are used for employ- to inventory a complete list of strengths valueee skill gap identification, team building, and weaknesses for all key employeescareer development, succession plan- Even implementation aspects are very across every important position, withning, talent deployment, training priori- different from typical employee assess- every team, or across the whole organi-ties, and many other critical applications ments. The online Talent Audit assess- zation.that can have a direct and immediate ment is easy to administer, requiringimpact on improving employee, team, It is instructive to differentiate between about an hour of an employee’s time.and organizational effectiveness. this approach and the typical employee It is also currently available in over 20 assessment that may generate impres- languages to meet the needs of globalChally’s ability to create predictive, rather sive numbers but not meaningful data. organizations.than simply descriptive, results has beenhoned for more than thirty years. 11
  12. 12. The Talent auditWith the Talent Audit, Average Validated Profilesclients can: The average score for the group per Across the top of the table in vari- a given position. ous colors you see the titles of the 4• Identify trends, gaps and needs custom validated profiles. at the organizational, team, and individual levels Count• Compare individuals to multiple Displays the total number of partici- Competencies roles to identify best fit roles and pants. By simply clicking on the position talent optimization column, Dbl Click to Open, the• Strategically make decisions file expands to display the group Strength / Caution / of competencies for that specific on promotions and succession planning Weakness position. The view on this page is The number of individuals who• Identify strengths and weaknesses expanded to show competencies for represent possible matches per of the organization down to the the Business Unit Manager role. each position are indicated in the competency level Strength and Caution rows. Those• Target specific training and who are mismatches are indicated in Colors development needs across multiple the Weakness row. A different color code, lighter shades levels of the organization of green, yellow, and red, is used to It is important to note this is just one reflect the scores for the individualOverview data point to be used when planning competencies. The darker shades re-The Talent Audit displays the scores of career development. Although an flect the overall score per individual.all participants across the positions by individual may score high, the scoresClient XYZ. Scores are color-coded to measure the potential for success in There are many other fields that canprovide a visual depiction of an indi- a given position. Training, coaching, be used to segment the Talent Audit.vidual’s potential success in a position. or mentoring would be beneficial to These views include Position, Busi- increase the probability of success. ness Unit, Manager, or Country.Green indicates strong potential forsuccess. ScoringYellow indicates a good potential. Individuals are scored against Spe- cific Roles, as well as competencies,Red indicates a probable mismatch for any given role.with the position requirements.12
  13. 13. The Talent Audit is an excellent instrument to see, at a glance, potential candidates for role alignment. A critical component whenmaking decisions to align individuals from one role to another is the information collected on the Talent Audit. However, this isonly one source. Performance in current role, evidence of the ability to perform in different or positions with higher-level respon-sibilities, and minimum organization requirements should all factor in the decision making. COMPARISON BY COMPETENCY COMPARISON BY PROFILE / ROLE tALENT AUDIT example Talent Audit Dbl Click To Close Dbl Click Dbl Click Dbl Click PROMOTES CUSTOMER RELATIONS BY DRIVEN TO PRODUCE BY INCREASING MAXIMIZES RESULTS BY PARTNERING Territory Consultative System EDUCATES CUSTOMER THROUGH OVERALL SUCCESS PROBABILITY SALES TO EXISTING CUSTOMERS Sales “Consultative Hunter” Copy Visible Rows to New Copy Visible Rows to New OVERALL SUCCESS PROBABILITY Account Manager “Farmer” New Business Development WORKS THE SYSTEM FOR THE AS A CUSTOMER ADVOCATE REGIONAL SALES DIRECTOR Workbook Workbook STRUCTURED TRAINING SOLICITING FEEDBACK VALIDITYC63 CUSTOMER “Hunter” Your Company Name Last Name First Name Title Manager BLACK JERRY Sales Representative Breaux 57 49 66 37 71 56 51 65 63 49 PETERS LISA Sales Representative Breaux 57 84 84 62 39 65 49 53 78 49 BACON REBECCA Sales Representative Marlow-Hensel 84 81 84 82 39 74 41 51 52 86 KLINGER KENNY Sales Representative Marlow-Hensel 42 36 66 74 79 59 59 54 59 4 LAWSON JOHN Sales Representative Breaux 66 81 84 87 47 73 55 51 67 49 DAVIS SCOTT Sales Representative Breaux 64 10 96 46 13 46 67 40 34 30 DICKERSON STEVE Sales Representative Hall 57 84 66 82 57 69 61 61 51 49 GOMEZ JILL Sales Representative Hall 84 38 48 70 30 54 53 59 62 49 KENT CLARK Sales Representative Hall 57 49 84 70 47 61 58 60 57 49 MILLER LINDA Sales Representative Hall 53 70 84 54 64 65 52 68 75 14 KENNEDY DAVE Sales Representative Marlow-Hensel 18 49 84 62 39 50 63 36 49 86 MARTIN LYNNE Sales Representative Hall 66 38 66 30 30 46 58 44 46 96 PUCKETT BILL Sales Representative Marlow-Hensel 46 43 84 28 27 46 68 41 47 30 BURNS BILL Sales Representative Breaux 57 8 84 62 98 62 69 50 32 96 AGNEW FRANK Sales Representative Breaux 27 78 66 59 75 61 51 47 77 30 ROBERTS MARK Sales Representative Breaux 82 75 84 21 16 56 57 38 43 30 ELLIS TOM Sales Representative Hall 72 86 26 86 75 69 53 86 76 30 SMITH JACQUELINE Sales Representative Hall 48 81 96 70 23 64 57 47 46 86 MONROE FRED Sales Representative Breaux 82 43 96 73 61 71 47 72 71 30 PARKER ARTHUR Sales Representative Hall 57 49 66 5 47 45 64 27 35 96 TAYLOR LISA Sales Representative Marlow-Hensel 66 38 84 42 76 61 69 56 54 70 ROLAND JERRY Sales Representative Marlow-Hensel 70 38 99 56 64 65 46 41 38 14 Average 60 55 77 57 51 60 57 52 55 51 Count 22 22 22 22 22 22 22 22 22 22 Strength 12 8 6 7 Caution 6 10 7 6 Weakness 4 4 9 9 13
  14. 14. Talent Alignment and Development ApplicationsSales Leader Decision Making While the Talent Audit is frequently used penetrating new markets, increasing• Identify incumbent salespeople most in management development and suc- productivity, launching new products, adept at developing new business cession planning, it is especially suited reorganizations, and mergers (“hunters”) versus those best suited for sales organizations, because the abil- ity to predict - and therefore apply and • Strategically align human capital to managing existing customer augment salesperson job performance strengths to achieve organizational relationships (“farmers”) or handling is essential to improving sales force ef- needs and objectives Strategic Accounts, or developing into a sales subject matter expert or any fectiveness. • Increase the ability to make more of 10 other key sales roles that World objective decisions, with the The underlying empirical database Class Sales Benchmarking Research confidence of knowing those derives from Chally’s World Class Sales has identified decisions are based on predictive Excellence Research which includes best practices of the sales forces identified as criteria• Determine which salespeople have the predictive skill strengths required to being world class. The research is based on ratings from 70,000 customer inter- An Ongoing succeed in a sales management role views, rating 210,000 salespeople across Decision-Making Tool• Identify salesperson skill gaps that can The Talent Audit assessment system and 7,300 sales organizations. be remedied with training, coaching, tools are most effective for strategic de- or other strategies cision making when used on a continu- Human Resource Decision ing basis. Because data is predictive, its• Discover which salespeople have Making value for both employee development • Access and evaluate all incumbents the skills to transition to new roles and career selection is unparalleled. in any group, to understand what (solutions sales versus transaction areas are most appropriate for training After completing a Talent Audit, each sales) across the entire group or the entire organization has on-demand access to• Identify where sales talent might most organization its own employee assessment database. effectively be deployed to support key Once the database contents—the “job • Create a corporate-wide profile of account goals skill DNA”—is on file for all individuals, strengths and weaknesses to prioritize effective development initiatives, no further assessments of employees or• Determine which salespeople can play candidates are necessary. From a single a new role to meet the demands of an succession planning, and high- assessment, a career’s worth of informa- evolving customer potential identification tion! And by continuing to assess new• Ascertain the most critical training employees, the database remains current and development needs by employee, Executive Decision Making and can be regularly updated by Chally. team, and position • Apply accurate, predictive, “job skill DNA” insights to the consideration of strategic initiatives that have top- and bottom-line impact, such as increasing market share,14
  15. 15. No Other MeasurePredicts as Well as ChallyStatistical analysis of the Chally assessment confirms that it provides predictive results invaluable for effective decision making.Chally’s predictive accuracy has been supported by comparison with the most comprehensive reports by independent research-ers. A leading university confirmed that the Chally tools were substantially more effective and less discriminatory than all otherselection techniques.Chally measures exceed the correlations for all of the other commonly used tests. Chally’s EEOC compliant predictive assessmentmethods improve selection accuracy by 25% to 30% over conventional methods.The Chally Assessment is so stable over time that a study of 1,000 individuals who retook the Chally up to five years later resultedin scores that changed by only plus or minus 3 points on average. This shows why the assessment needs to be taken only once.No measure predicts as well, has less adverse impact, or is as practical as the Chally Assessment.More than 2,500 organizations, from small to large to global, have made the Chally assessment system a part of the way theymake strategic talent management decisions to achieve up to 30% improvements in employee productivity and up to 40% reduc-tion in undesirable turnover of productive employees.Results so stable that up to 5 years later, scores only changed +/- 3 points on averageThe Talent Audit …A Proven Solution“We performed the Talent Audit because “What I learned by using the Chally “When I found out about the Talentwe had a team who was new to the re- Talent Audit was that we could see the Audit, I realized that this solution wasgion and we had no idea what their skill strength of the workforce (in a color- unequalled in the industry. I like all thesets were. There are a lot of assessment coded way) that enabled us to review features of the Talent Audit, especiallycompanies out there but all of them the alignment of business strategy with being able to view the group all togetherfailed to provide an aggregate report like selection and with development. It is the and the ease of sorting the data any wayChally does. Chally’s individual reports first time I have been able to accomplish you want - individual groups, locations,were also amazing. We appreciated the this with the use of just one tool.” positions.”coaching tips which allowed the super-visors to work with the individuals on Elizabeth M. Smith, Owner Marcia Venus, Ph.D., Ownerspecific development opportunities.” and Managing Director Venus Leadership Heron Consulting Group, LLCJeff Patton, Group ManagerSales Performance andLeadership DevelopmentVerizonCSO Insights research confirmed that companies using Chally’s assessment solutions can achieve over 10%higher win rate over other pre-employment selection testing methods. 15
  16. 16. About ChallyChally Group Worldwide was founded in 1973 through a grant from the U.S. Justice Departmentto develop a selection assessment to measure the skills and motivation of law enforcementcandidates and predict who would be most successful. Our measurements had to be accurate,statistically valid predictors, and legally defensible.Chally’s success led us to our next goal (also in 1973) to adapt our assessment process to the studyof salespeople, managers, and other positions in business. Since that time, we have evaluatedover 250,000 individuals. Our current Performance Database also includes over 400 sales forcevalidation studies and over 70,000 extensive interviews of our corporate clients’ customers. Today,Chally is an internationally-recognized technology leader in assessing and predicting futureperformance for sales, service, and management positions, evaluating developmental needs,sales force benchmarking, and customer and market audits. WOR L DW I D E © Copyright Chally Group Worldwide 2011 Chally Group Worldwide 3123 Research Blvd Dayton, OH 45420 937.259.1200 800.254.5995 Please Recycle 112811