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The Art and Science of Breakthrough Sales Performance - Part 2


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Understanding of your company's sales strategy will empower you to make better assessments. …

Understanding of your company's sales strategy will empower you to make better assessments.

Dr. Todd Harris gives a list of commonly made mistakes when it comes to hiring decisions.

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  • That completes our review of fourth quarter and full year 2006 results I would now like to turn your attention to our Investor Day presentations…..
  • Transcript

    • 1. The Art and Science of Breakthrough Sales Performance – Part 2 Todd Harris, Ph.D. Director of Research
    • 2. A Framework for Research-Based Sales Selection (UDACS)
      • Understand your company’s current sales strategy.
      • Determine what behavior is needed for sales success.
      • Assess current sales talent.
      • Coach where and when feasible.
      • Screen systematically.
    • 3. Understand Your Company’s Current Sales Strategy
      • What do you sell?
      • Who do you sell to?
      • How do you create value for your customers?
    • 4. Determine What Behavior is Needed for Sales Success
      • What knowledge, skills, abilities and others (KSAO’s) are needed to execute the sales strategy?
      • The PRO.
      • What separates your “A players” from the rest?
      • Sales organizations tend to be very metric-driven, but those metrics often focus almost exclusively on:
          • Outcomes: Ex: Percent to Goal.
          • Lead Indicators: Ex: Appointments made.
          • This type of data is very useful for understanding what happened, but is not as useful for understanding why it happened.
    • 5. Assess Current Sales Talent
      • What is your sales organization’s current capacity to deliver against the sales strategy?
      • Gap analysis.
      • The “knowing” versus “doing” divide.
      • PI and SSAT.
      • Honest and data-driven answers to these questions will accurately steer selection and retention planning and decisions.
    • 6. Coach Where and When Feasible
      • Sales training. But are improvements sustainable?
      • The importance of leadership, coaching, and reinforcement.
      • Coaching must be targeted to the individual (PI + SSAT + CFS).
      • You can’t save the world. Where is time best allocated?
    • 7. Screen Systematically
      • Use a combination of standardized, legally-defensible instruments.
      • Examples:
        • Qualification screens.
        • Personality assessments.
        • Skills tests.
        • Interviews.
        • Simulations.
      • Use consistently and check validity.
    • 8. Are You Making Any of the Following Mistakes?
      • Hiring to an out-dated sales strategy.
      • Hiring sales representatives in your own image.
      • Rushing it.
      • HR/Sales Operations imbalance.
      • No defined process.
      • Defined process, but used inconsistently.
    • 9. The Power of Assessments
      • Industry: Automobile Dealerships: A one Standard-Deviation increase in ASSERTIVENESS level translated into 46 more cars sold over a four-month period (69 versus 23).
      • Industry: Manufacturing: A one Standard-Deviation increase in PROACTIVITY level translated into a difference of $2 million in sales over a 27-month period ($2,880,981 versus $554,013).
      • Industry: Biosciences: Use of SSAT and targeted CFS sales training contributes to 44% sales growth in two-year span ($38.3 M to $55.3 M).
    • 10. Concluding Thoughts
      • Remember, the cost of poor hiring decisions, both in time and money, far outweighs the investments necessary to build the right sales profile and to implement the right assessment process.
      • Making sales hiring and development decisions based on “gut instinct” as opposed to data does not work.
      • This equation always holds true, but especially during challenging economic times, when the gap between the “strong” and the “weak” widens.
    • 11.
      • "Willy was a salesman. And for a salesman, there is no rock bottom to the life. He don't put a bolt to a nut, he don't tell you the law or give you medicine. He's a man way out there in the blue, riding on a smile and a shoeshine. And when they start not smiling back — that's an earthquake. And then you get yourself a couple of spots on your hat, and you're finished. Nobody dast blame this man. A salesman is got to dream, boy. It comes with the territory."
      • From “Death of a Salesman” by Arthur Miller
      • 1949 Pulitzer Prize for Drama
    • 12.
      • Thank you!
      • Questions? [email_address] | @piworldwide
      • More Information: