Your SlideShare is downloading. ×
State Farm Webinar Finding More Sales Team Candidates 3-21-13
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

State Farm Webinar Finding More Sales Team Candidates 3-21-13

528
views

Published on

To listen to the audio for these slides, go to https://dl.dropboxusercontent.com/u/81021379/State%20Farm%20Webinar%20Sourcing%203-21-13.mp3. Finding enough candidates to interview is the greatest …

To listen to the audio for these slides, go to https://dl.dropboxusercontent.com/u/81021379/State%20Farm%20Webinar%20Sourcing%203-21-13.mp3. Finding enough candidates to interview is the greatest challenge for most sales managers. Use these recruiting tips to help you have a continuous source of resumes, so that you will not be in panic mode when someone leaves or gets fired.

Published in: Business

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
528
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
13
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Recruit the Best Team © by Steve Suggs 865-567-2871ssuggs@salesmanage.com 1 COACHING PEOPLE FROM GOOD TO GREAT
  • 2. Webinar Purpose - Learn  to  use  a  system  to  &ind  more  high  quality   candidates  to  put  through  the  recruiting  process.   ! 2© 2012 Sales Manage Solutions, LLC
  • 3. Webinar Agenda: ! Testimonials - Cindy Doyle and Pat Curtsinger ! Curtis Gilbert Agent Testimonials ! Cost of 1 Bad Hire ! ! How many resumes and interviews do I need? ! A strategy for finding more candidates ! Make a commitment - be accountable ! What do I look for in best candidates? ! ! ! How do I measure for traits and skills during the interview? ! ! ! Training Resources ! ! ! Free personality assessment for your entire team ! ! ! ! ! Q & A - email me your questions at ssuggs@salesmanage.com ! 3© 2012 Sales Manage Solutions, LLC
  • 4. How do we find enough people, then attractthem to the challenging job of insurance and financial services sales.“Men wanted forhazardousjourney. Smallwages, Bittercold, long monthsof completedarkness.”This ad was placed in the early 1900’s by explorer ErnestShackleton as he was looking for men to help him discover theSouth Pole. The ad drew more than 5000 brave candidates.  4
  • 5. How do we find enough people, then attractthem to the challenging job of insurance and financial services sales. A missionary society wrote to David Livingstone deep in the heart of Africa and asked, “Have you found a good road to where you are? If so, we want to know how to send other people to help you.”Livingstone wrote back, “If you have people who will come only if they knowthere is a good road, I don’t want them. I want people who will come if there isno road at all. 5
  • 6. We must recruit peoplewho are not looking forthe easy, secure road,but people who wantan opportunity to grow,build, advance, believein something grandwhile making adifference in the livesof others, while gettingpaid for results, noteffort. We want people who are not looking for where a path may lead, but are looking for where there is no path so that they can leave a trail.These adventurous people are naturally wired for this type of entrepreneurialjourney. They have experiences in their past that have created attitudes andmotivations that can only be satisfied by challenges with a big payoff. Theyview failing as part of the journey to success. They are willing to pay tuition tothe School of Life for the knowledge which will be used for their future 6
  • 7. A Tale of Two Team Members Mediocre Mike 120  autos  per  year 6  life  policies  per  year 12  bank  loans  per  yearWe  are  con)nually  frustrated  by  Mike,  but  he  services  well  enough  that  we  have  a  hard  )me  le;ng  him  go.    Mike  is  likewise  frustrated  because  he  doesn’t  make  enough  money,  but  it  is  hard  to  find  a  be?er  job  without  crea)ng  a  higher  level  of  performance.    With  this  type  of  team  member,  the  agent  is  worried  about  addi)onal  hiring  to  expand  because  another  Mediocre  Mike  would  probably  reduce  net  even  though  the  gross  revenue  would  grow.       7
  • 8. A Tale of Two Team Members Superstar Sandy 360  autos  per  year 36  life  per  year 36  loans  per  yearSandy  is  quite  a  superstar,  because  she  consistently  produces  at  a  high  level.    She  is  not  the  highest  producer  in  our  sales  territory  in  any  category  but  her  ac)vity  in  each  sales  areas  shows  her  strength.    Right  now  we  have  about  6  team  members  who  perform  at  this  level  in  the  Palm  Beach  Sales  territory  prior  to  using  the  Can  they  Sell  system. 8
  • 9. Cost of 1 bad hire? lost renewals lost sales licensing training low $70,000morale 9
  • 10. Searching Methods 10 strongThe Recruiting Funnel resumes Screening Profiling 3 final interviews Interviewing "Making Offer" The Best 1 salesperson Recruits! 10
  • 11. Average Annual Turnover - 40% ALWAYS be RECRUITING Team of 3-5 - need to recruit 1-2 per year 11
  • 12. ALWAYS be RECRUITINGNewton’s Law - people leave/get fired at the most inconvenient times. Take action to find great people whenyou don’t need team members, so you’ll have a people when you need them. 12
  • 13. To avoid the “I need somebody NOW” syndrome... Please come to work for me! ...build your Recruiting Referral Network for a continuous flow of GREAT RESUMES 13
  • 14. Source Action Date Completed Current Customers - Email Create email listBuild a Recruiting Referral Network all customers and ask them Write email to refer friends/family who Send email can sell. If dont have an email list, send a postcard to customers asking for their email address. Current Team - write short Write short job description job description and have Facebook team members post on their Linkedin personal Facebook and email LinkedIn pages. Email job church/temple description to their contacts. Team Member 1 Have them contact their Team Member 2 church/temple about the job Team Member 3 opening. Team Member 4 Team Member 5 Team Member 6 Sales Sandler Trainers/Consultants- find Dale Carnegie certified trainers at these Wilson Learning companies in your city and Steven Covey meet with them. Jeff Gitomer Integrity Solutions Directors of Networking BNI Groups - These are the most e-Women networked people in your city. Meet with them. Email them job posting and ask to distribute to members. Social Networking- spend LinkedIn 15 minutes daily building Facebook your social media profiles. Churches/Temples - Most 1 have job boards and a jobs 2 ministry. Contact and ask for 3 minister/volunteer who heads 4 up this ministry. List 5 target 5 organizations. Small Business CPA - 1 contact and ask them to 2 direct people to you who are 3 closing businesses or changing careers. 14
  • 15. Small Business Attorneys - 1 contact and ask them to 2 direct people to you who are 3Build a Recruiting Referral Network closing businesses or changing careers. Chamber of Commerce Sales Manager Contact sales manager and Salesperson 1 salespeople. Ask them to Salesperson 2 direct people to you who are Salesperson 3 looking for jobs. Chamber of Commerce Attend all of these events. Business After-hours Events Many salespeople who are changing careers attend these events. President Community Rotary Service Organization- Lions Club These people are leaders and Kiwanus well connected. Meet with United Way these. Boy Scouts Girl Scouts Jr. League Recruiters with other Northwestern Mutual Insurance companies Mass Mutual Develop recipricol Prudential relationship; trade resumes. National Life Universities/colleges - 1 career services dept.- Set 2 up interview day. Most will 3 market the position to 4 students. 5 Social Networking Job Salesgravy.com Boards - post job here. Salesblogcast.com LinkedIn LinkedIn Groups Traditional Job Boards - Monster post job here. Career Builder Snagajob.com Findtherightjob.com Newspapers Sales reps Meet every sales rep that calls on your office, and recruit and/or network with them. 15
  • 16. Build a Recruiting Referral Network Job Fairs – If you recruit in 1 large numbers, this is a way 2 toget many people interested 3 in your position. Attend the 4 job fairs in your city, or hold 5 your own. Go to jobfairtips.com for a number of useful tips. Sample email to send to your current customers or list of contacts: “Please assist me in helping someone you know. I have an open position on my sales team. If you know the right candidates for this job, please help them find a great career by sending them to see me. The right candidates will have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience* ... Please have them forward their resume to me at ... Thank you for helping me find the right individuals and for helping them to find a great career.” *Sales experience - fill in your desired level of sales experience based on your training resources. Sample Wording for Job Posting: “Salespeople wanted. Michelle Winters State Farm is looking for salespeople to work in the city of Nashville calling on customers to sell insurance and financial services. Requirements: Must have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience ... Please forward resume to...” Add additional information and requirements about the position as necessary. 16
  • 17. Create a Source of Accountability Before we get off the phone today, pick one of these categories that you can execute in the next 7 days. Email your commitment to Curtis. 17
  • 18. Best Salesperson Profile attitudes motivation passion for product immediate needs + image as salesperson desire for better future ✓ Concern for Others ✓ ✓ character Prospecting sales skills Social Drive personality ✓ Honesty ✓ Social Confidence ✓ Appointments ✓ Strong Work Ethic ✓ Goal Orientation ✓ Fact Finding ✓ Responsible ✓ Need for Control ✓ Presenting ✓ Detail Orientation ✓ Handling Objections ✓ Skepticism ✓ Closing Sales ✓ Good Impression ✓ Need to Nurture Notes ... 18© 2012 Sales Manage Solutions, LLC
  • 19. Can They Sell Field Manual ? canltheylsell? Recruit the Best SystemTools & Skills Finding Candidates Resume Phone Email In person SCREENING 1 20%-30% Check References Jonathan, Place page 2 from the Field Manual here. CPQ PROFILING 2 20%-30% INTERVIEWING Final In-Depth Making Offer Interview 3 20%-30% The Best Recruits! Matching Score Sheet 3 © 2012 Sales Manage Solutions, LLC 19
  • 20. Can They Sell Field Manual ? canltheylsell?.com Recruit the Best Checklist Candidate Name:____________________________ Date:____________ 1. Review resume. 2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step. 3. Screen by Email – send “Thank you” email with these questions: ____________ What do you think this job involves? SENT DATE What do you think it will take to be successful here? Tell me why I should consider you for this position? What specifically in your life do you want to change? How will being successful in this job help you with this change? ____________ Schedule face-to-face initial screening interview. INTERVIEW DATE 4. Email Initial Interview homework - Prior to the interview, email the candidate ____________ instructing them to go to the following Web sites and review the information: RESPOND DATE ____________ To learn about our products, go to: (Web URL that links to your products) EMAILED DATE To learn about what a salesperson does with this company go to: ____________ (Web URL that tells about the career as a salesperson) EMAILED DATE Prior to Initial Interview, email the candidate to confirm the ____________ interview and make sure they have reviewed the Web pages. CONFIRM DATE 5. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire 6. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former customers. 7. Call References using Reference Check Questionnaire. ____________ 8. *Administer the Craft Personality Questionnaire (CPQ) www.craftprofiles.com CPQ ORDERED If the CPQ is Strong, schedule In-depth Interview ____________ INTERVIEW DATE 9. Conduct In-depth Interview – Use In-depth Interview Questionnaire 10. Interview By Current Team – Use Team Interview Questionnaire 11. Fill out Matching/Score Sheet *Many recruiters choose to administer the CPQ prior to the Initial Fact-to-Face Interview in step 5. They prefer to have the personality information available prior to the interview ©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. 20 8© 2012 Sales Manage Solutions, LLC
  • 21. CPQ Compatibility Chart Selling Team Member 0 50 100 Social Drive Social Confidence Goal Orientation Need for Control Detail Orientation Skepticism Good Impression Need to Nurture 21© 2012 Sales Manage Solutions, LLC
  • 22. CPQ Compatibility Chart Servicing Team Member 0 50 100 Social Drive Social Confidence Goal Orientation Need for Control Detail Orientation Skepticism Good Impression Need to Nurture 22© 2012 Sales Manage Solutions, LLC
  • 23. Resources:Book and Field Manual www.CanTheySell.comCPQ purchase www.CraftProfiles.comVideo Blog www.SalesManage.com/Recruiting 23
  • 24. cts l salespro leNext Generation CPQHere’s how you will benefit:• You will get a free assessment on each of your team members that can be used for coaching them; The equivalent of a free CPQ on each team member.• You will have a customized personality assessment specifically tailored for a selling and servicing team member.• The price for the assessment will be greatly reduced by offering a subscription for unlimited use.• You will get the same/better information as the CPQ. 24
  • 25. cts l salespro leNext Generation CPQParticipating is simple. Following are the steps: 1. Email me ssuggs@salesmanage.com and tell me you want to participate in the customization for your team. 2. I will send you an email with the following instructions: (1) Email/tell your team explaining why you are asking for their participation. The email will relieve any apprehension they may have, or you can just tell them personally. (2) Email me the names and addresses of your current team members. They will receive an automatic email from me with the instructions on taking the new CTS questionnaire (20 minutes). After your team completes the questionnaire, you will receive a report with the results that can be used for coaching. (3) Fill in the blanks on a short spreadsheet that I will email you with individual sales performance that will help us with our customization of the questionnaire (15 minutes). (4) Complete the CTS questionnaire yourself (You will receive an email from me with instructions.) (5) Complete “Management Feedback Form” (online) that will help in the customization process (15 minutes). I will email you the instructions. 25
  • 26. CPQ Compatibility Chart For 2/26/13 9:5 Return to Select Position Return to Report Menu CPQ Compatibility Chart High Producer for SF agent For: Tabatha Whaley 40-60 raw new auto Participants Name: Tabatha Whaley Date: April 1, 2009 Position: General Compatibility Score: 0% Compatibility Rating: High Recommended Coaching Hours: 0 (per Month) This participants Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart). Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension, Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions, Skills/Knowledge/Experience and Work Ethic/Self-discipline. Great Sales Productivity Great Resiliency to Rejection "Basic Eight" CPQ Traits Participants Score High Compatibility Moderate Compatibility Low Compatibility Lower (0-40%): Higher (60-100%): Social 1. More socially controlled/private 1. More Socially Dependent Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted (82%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions Social 1. Asks Rather than Tells 1. Tells Rather than Asks Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated (100%) 3. Train to Be Assertive 3. Train to Ask More Questions Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized (100%) 3. Train to Meet Deadlines 3. Train to Follow Systems Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control Control 2.Depends Too Much on Others 2. Potential to “Go it Alone” (65%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis” (47%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture” Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental (42%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others 3. Train to Scrutinize Others 3.Train to Maintain Positive Attitude Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses (76%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit Mistakes Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive (38%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike Others Accuracy/Validity Index: High 26 The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity. © 2012 Sales Manage Solutions, LLC Follow-up Questions
  • 27. CPQ Compatibility Chart For 2/26/13 9:02 Return to Select Position Return to Report Menu CPQ Compatibility Chart For: Danny Saltzman Participants Name: Danny Saltzman Date: February 21, 2013 Position: General Compatibility Score: 0% Compatibility Rating: High Recommended Coaching Hours: 0 (per Month) This participants Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart). Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension, Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions, Skills/Knowledge/Experience and Work Ethic/Self-discipline. Low Sales Productivity "Basic Eight" CPQ Traits Great Resiliency to Rejection Participants Score High Compatibility Moderate Compatibility Low Compatibility Lower (0-40%): Higher (60-100%): Social 1. More socially controlled/private 1. More Socially Dependent Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted (19%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions Social 1. Asks Rather than Tells 1. Tells Rather than Asks Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated (100%) 3. Train to Be Assertive 3. Train to Ask More Questions Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized (6%) 3. Train to Meet Deadlines 3. Train to Follow Systems Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control Control 2.Depends Too Much on Others 2. Potential to “Go it Alone” (14%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis” (80%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture” Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental (42%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others 3. Train to Scrutinize Others 3.Train to Maintain Positive Attitude Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses (60%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit Mistakes Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive (100%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike Others Accuracy/Validity Index: High The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity. Follow-up Questions © 2012 Sales Manage Solutions, LLC 27 6
  • 28. CPQ Compatibility Chart For 2/26/13 9:32 1 year with SF agent. Writing 15 auto and 25 fire (apartment complex Return to Select Position Return to Report Menu marketing). CPQ Compatibility Chart For: Heather Hatch 25/35 on Oxford Participants Name: Heather Hatch Date: February 24, 2013 Position: General Compatibility Score: 0% Compatibility Rating: High Recommended Coaching Hours: 0 (per Month) This participants Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart). Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension, Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions, Skills/Knowledge/Experience and Work Ethic/Self-discipline. Moderate Resiliency to Rejection Moderate Sales Productivity "Basic Eight" CPQ Traits Participants Score High Compatibility Moderate Compatibility Low Compatibility Lower (0-40%): Higher (60-100%): Social 1. More socially controlled/private 1. More Socially Dependent Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted (40%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions Social 1. Asks Rather than Tells 1. Tells Rather than Asks Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated (22%) 3. Train to Be Assertive 3. Train to Ask More Questions Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized (75%) 3. Train to Meet Deadlines 3. Train to Follow Systems Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control Control 2.Depends Too Much on Others 2. Potential to “Go it Alone” (25%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis” (70%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture” Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental (89%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others 3. Train to Scrutinize Others 3.Train to Maintain Positive Attitude Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses (60%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit Mistakes Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive (89%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike Others Accuracy/Validity Index: High The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity. Follow-up Questions 28 © 2012 Sales Manage Solutions, LLC
  • 29. CPQ Compatibility Chart For 2/26/13 9:07 AM Return to Select Position Return to Report Menu Agent ran the CPQ only. Did not CPQ Compatibility Chart follow the rest of the system. Offered For: vanessa grimaldi the job. Didn’t show up for 1st day. Participants Name: vanessa grimaldi Date: December 5, 2012 Position: General Compatibility Score: 0% Compatibility Rating: High Recommended Coaching Hours: 0 (per Month) This participants Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/her incompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores and the "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart). Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension, Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions, Skills/Knowledge/Experience and Work Ethic/Self-discipline. "Basic Eight" CPQ Traits Participants Score High Compatibility Moderate Compatibility Low Compatibility Lower (0-40%): Higher (60-100%): Social 1. More socially controlled/private 1. More Socially Dependent Drive 2.Questionable Social Skills 2.Can Be Easily Interrupted (82%) 3.Train to Communicate Effectively 3.Train to Minimize Distractions Social 1. Asks Rather than Tells 1. Tells Rather than Asks Confidence 2. May Find It Difficult Saying “No” 2. May Be Too Opinionated (100%) 3. Train to Be Assertive 3. Train to Ask More Questions Goal 1. Even Paced, Easy Going 1. Intense, Highly Driven Orientation 2. Obsesses on Systems, not Results 2. Can Be Too Hurried/Disorganized (65%) 3. Train to Meet Deadlines 3. Train to Follow Systems Need for 1. Seeks Peace and Harmony 1. Seeks Independence and Control Control 2.Depends Too Much on Others 2. Potential to “Go it Alone” (52%) 3.Train to Take Independent Initiatives 3. Train to Rely on the Team Detail 1. Dislikes Detailed Analysis 1. Uses Data/Research to Decide Orientation 2. May Overlook Important Detail 2.Can Have “Analysis Paralysis” (26%) 3. Train to Prioritize Accuracy 3.Train to Recognize “Big Picture” Skepticism 1. Trusting; Gives Benefit of Doubt 1. Distrusting; Judgmental (15%) 2. Can Be Naïve or Idealistic 2.Can Be Too Critical of Others 3. Train to Scrutinize Others 3.Train to Maintain Positive Attitude Good 1. Openly Self-critical, Vulnerable 1. Ego Defenses Deflect Criticism Impression 2.Takes Criticism Personally 2.Can Fail to Recognize Weaknesses (100%) 3.Train to Believe in Mission/Purpose 3.Train/Empower to Admit Mistakes Need to 1. Prioritizes Professionalism 1. Prioritizes Relationships Nurture 2.Can Be Too Serious/Non Expressive 2.Can Be Too Warm/Expressive (63%) 3.Train to Be Sensitive/Caring of 3.Train to Be More Businesslike Others Accuracy/Validity Index: Invalid The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While some applicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity. Follow-up Questions © 2012 Sales Manage Solutions, LLC 29 6
  • 30. More Interview Tips ... Dr. Antonio - Emotion is critical to our decision process. Too much emotion clouds logic. Keep a critical balance between logic and emotion. The solution - prepared questions that measure specific traits and skills. Talking about ourselves causes us to like others ✓ Listen 80%, talk 20%. ✓ Show little to no emotion - you’ll get the real candidate. ✓ Don’t tell personal stories. ✓ Don’t agree with the candidate. ✓ Until the end of the process, describe the duties without selling the candidate on the position. The best shine, the worst sweat ... Don’t Rescue! 30© 2012 Sales Manage Solutions, LLC
  • 31. More Interview Tips ... A thorough interview process attracts strong candidates and repels weak candidates. ✓ Follow the system as written. ✓ Ask for specific examples. ✓ Ask the questions as written. If the candidate does not understand the question, tell them to answer based on their understanding. ✓ Ask the questions in order. • If candidate rambles, interrupt and ask, “What was my question?” • If a candidate asks, “How did I do?”, say, “We are looking at several candidates, and we will consider your information as we make our decision.” • Do not paint an unrealistic picture of the job and the challenges. • If the candidate asks why they did not get the job, say, “It’s difficult for me to give people an analysis of their interview.” • During the final interview, spend the most time on the areas of concern. • Ask references additional questions to uncover concerns. Use the “Oh-by-the-way” technique. 31© 2012 Sales Manage Solutions, LLC

×