Introduction of CPQ Aptitude Assessment _Asher Strategies 2011
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Introduction of CPQ Aptitude Assessment _Asher Strategies 2011

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92% of the Fortune 2000 companies use aptitude assessments to get the "right people on the right seat on the bus(your company)". CPQ is used to measure 30 different positions for job compatibility......

92% of the Fortune 2000 companies use aptitude assessments to get the "right people on the right seat on the bus(your company)". CPQ is used to measure 30 different positions for job compatibility for employee hiring, coaching, developing, teaming up and firng. Salespeople with a high natural aptitude for sales outsell those with a low aptitude by a factor of four to one(4:1), based on hundreds of correlation studies that prove predictability.

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  • 1. CPQ |Aptitude Assessment
  • 2. Asher Strategies Expertise ASHER Strategies helps companiesGlobally (US/ Europe/Asia Pacific) grow fast by  Using natural talent (aptitude) assessments to acquire and develop the most talented employees  Training CEOs, sales managers and salespeople on The Top Ten Selling Skills used by elite Salespeople  Assisting companies in developing the “Best practice” sales processes to support salespeople being more productive  Internet marketing (email, SEO, SEM) and marketing automation tools  Executive Coaching of CEOs and sales managersASHER | GLOBAL LEADERS IN SALES STRATEGIES 2
  • 3. ROI and Benefits The ASHER Strategies sales methodologies provide the following benefits to its clients:• 17% increase in the acquisition of new customers• 22% increase in add-on , high profit business from current customers• 45% decrease in the sales cycle times ---make new sales happen fasterASHER | GLOBAL LEADERS IN SALES STRATEGIES 3
  • 4. Five factors for sales success Sales Aptitude accounts for 50% of results Product knowledge Selling skills Salesaptitude Sales processes motivation 4
  • 5. Five Factors For Job Success While the other factors of success are subjective and, sometimes, out of the manager’s control to measure, we can measure aptitude and predict performance— Is this person a good fit for the job?ASHER | GLOBAL LEADERS IN SALES STRATEGIES 5
  • 6. CPQ Aptitude Assessment• The Craft Personality Questionnaire (CPQ) is a 75-question personality assessment which measures the Basic Eight Personality Traits that are proven to predict job performance and retention.• Both English and Mandarin versions are available worldwideASHER | GLOBAL LEADERS IN SALES STRATEGIES 6
  • 7. Definition of Basic Eight Personality Traits Goal Orientation Level of need to achieve goals quickly Level of need for independence and control over own Need for Control Ego environment drive Social Confidence Level of assertiveness Level of need to make social connections and receive Social Drive recognition Detail Orientation Style of decision making—intuition versus analysis Good Impression Level of motivation to leave a good impressionEmpathy Need to Nurture Level of need to take care of others Skepticism Level of trust in othersASHER | GLOBAL LEADERS IN SALES STRATEGIES 7
  • 8. Personality extremes Very low majority Very high 20 80 “You will succeed or fail by the extremes of your personality.” Dr. Larry CraftASHER | GLOBAL LEADERS IN SALES STRATEGIES 8
  • 9. Importance of Aptitude Assessments Aptitude is important for all jobs - Not just salesASHER | GLOBAL LEADERS IN SALES STRATEGIES 9
  • 10. CPQ Usage 1: Hiring/Selecting Employees Job Compatibility Charts: One’s scores on a percentile scale of 1 to 100 percent for each trait is compared against the scores of the ideal candidate to determine a compatibility score of 1 to 50 for a variety of positions. Follow up questions:These probing questions are provided automatically to be used to cross-validate the results for managers and HR interviewers. It is especially useful to see if the candidate has learned to “stretch” from their weak areas for a particular job when their trait scores are too high or too low.ASHER | GLOBAL LEADERS IN SALES STRATEGIES 10
  • 11. CPQ Job Compatibility Hiring Chart• Basic eight personality traits: visual description of ones eight traits on a scale of 1 to 100 percent and their position in relation to the "ideal" range for each trait for a particular position. It also provides information on strengths, weaknesses and coaching tips for each trait.• These compatibility scores are determined by large scale studies of employees that predict job success and make them legally defensible. 40 – 50 High Compatibility 30 – 39 Moderate Compatibility 1 – 29 Low Compatibility ASHER | GLOBAL LEADERS IN SALES STRATEGIES 11
  • 12. Example: Compatibility Chart
  • 13. Get the right people on the right seat on the bus! CPQ score over 40 outsell those of below 30 by 400% Not Very compatible compatible moderately compatible0 30 40 50
  • 14. CPQ Usage 2: Employee Development• There are four ways to help an employee have a higher “virtual” aptitude than their natural aptitude – Process change (e.g.. If they have a low aptitude for cold calling, outsource lead generation to another company) – Team selling (team people up so that their natural aptitude are complimentary and reinforcing) – Provide their CPQ personal development reports and selling style profiles so that they can be aware of how to “stretch” their personalities to better interact with their people in the company, customers and prospects. – Give their managers coaching reports so that they can learn how to better coach the employees.ASHER | GLOBAL LEADERS IN SALES STRATEGIES 14
  • 15. CPQ Coaching/Developing ReportsPersonality Style Profile Report :Provides insight intothe employee’s selling/communication style, includingcoaching tips on how to work better with other personalitytypesPersonal Development Report :Provides the employeedetailed information on how to manage his or her time,stress and career based on their own unique personalitySales Manager’s Coaching Report :Advises the salesmanager on how best to coach and motivate thissalesperson.Sales Manager’s Self Report :Advises the salesmanager on how best to stretch himself/herself to lead thesales team.Leadership Style Profile : Describes general leadershipbehaviors of the candidate which can be used for trainingand development purposes in non-sales related jobs. ASHER | GLOBAL LEADERS IN SALES STRATEGIES 15
  • 16. CPQ Reports Manual Sales Manager’s Coaching Report Compatibility Hiring Chart managerPersonality Style ProfilePersonal Development employee CPQ team Team Basic 8 traits Report Personality type Sales Manager’s Self ReportLeadership Style profile HR Compatibility Hiring Chart Follow up questions ASHER | GLOBAL LEADERS IN SALES STRATEGIES 16
  • 17. management: Chief Executive OfficerChief Financial OfficerOperations ManagerDirector of ManufacturingDirector of MarketingHR ManagerAdministrative Manager sales: Independent Branch ManagerBranch Manager Sales ManagerAccount ManagerCommissioned Sales Representative(order maker) Inside SalesTelemarketing Sales RepresentativeSales 30 EngineerCustomer Service Financial Services positions SalesHotel Sales MangerOthers: Executive SecretaryPersonnel Consultant/RecruiterAccountant Administrative SupportClaims ExaminerFranchise OwnerEntrepreneurGeneral AgentAgency ManagerData Processing ManagerReal Estate AgentProperty ManagerProgrammer/Analyst Data Processing Manager 17
  • 18. Employee Development Average 10% improvement Average 10% improvement0 30 38 40 43 50
  • 19. CPQ Case StudyASHER | GLOBAL LEADERS IN SALES STRATEGIES 19
  • 20. CPQ Usage 3: Team Aptitude Overview Account Outside sales manager Customer Sales Personality Name (hunter) (farmer) Inside sales service manager type Salesperson 1 44 46 28 34 40 M/D Salesperson 2 43 46 31 35 38 M/D Salesperson 3 42 45 23 24 38 M Salesperson 4 40 42 17 21 36 M Salesperson 5 40 42 20 24 38 D Salesperson 6 39 40 28 31 38 M/D/S/T Salesperson 7 37 38 35 30 42 D/T Salesperson 8 37 39 32 38 36 M/S Salesperson 9 36 38 25 28 35 M/D/S/TSalesperson 10 33 35 22 20 30 SSalesperson 11 31 33 24 28 31 D/TSalesperson 12 30 32 17 24 31 DSalesperson 13 29 33 38 38 33 D/TSalesperson 14 29 30 34 34 34 M/D/S/TSalesperson 15 28 30 30 29 35 M/DSalesperson 16 23 24 25 25 27 T/S
  • 21. Team Basic Eight Traits Goal- Need for Social Social Detail- Good Need To Name orientation Control Confidence Drive orientation Impression Nurture SkepticismSalesperson 1 100 65 2 71 96 13 3 81Salesperson 2 75 52 9 92 89 46 17 42Salesperson 3 40 7 5 40 89 32 100 70Salesperson 4 84 91 22 51 96 76 17 70Salesperson 5 100 14 15 29 36 60 17 57Salesperson 6 65 65 74 82 58 60 50 70Salesperson 7 17 25 100 100 17 32 77 89Salesperson 8 6 3 15 29 89 60 89 94Salesperson 9 65 7 56 9 89 90 89 100Salesperson 10 6 14 9 9 89 76 100 15Salesperson 11 84 14 15 19 58 90 17 89Salesperson 12 75 52 74 71 100 90 63 28Salesperson 13 28 65 15 9 89 60 17 94Salesperson 14 84 25 74 29 89 46 77 15Salesperson 15 6 14 22 9 58 46 100 81Salesperson 16 40 91 100 100 36 60 27 15
  • 22. CPQ | Return-On-InvestmentASHER | GLOBAL LEADERS IN SALES STRATEGIES 22
  • 23. CPQ | Return-On-InvestmentASHER | GLOBAL LEADERS IN SALES STRATEGIES 23
  • 24. Case :Sales Improvement Roadmap • An international pharmaceutical company, founded in 2004 in China. • By 2008, China team has more than 40 employees, nearly 78 million for sales. • At the end of 2008,applied CPQ for sales team: Basic personality traits(30) Basic 8 SD SC GO NC DO SK GI NN Total 1359 986 1107 1123 1369 1569 1450 998 Average 47 35 39 40 48 56 51 36 highest 50/80 70/100 60/90 60/80 10/60 30/50 40/70 50/80compatibility Lowest 0/40 0/50 0/60 0/60 80/100 90/100 0/10 0/20compatibility Job compatibility for Sales(30) high moderate low invalid Sales 3 16 10 1 % 10% 53% 33% ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  • 25. Team Optimization• Removed the low scorers• Trained the moderate • eliminate /shift to a different job scorers • Training/coaching• Developed the high • Training/coaching/promotion/leadership scorers Hiring/selection  Used CPQs for current employees  Applied CPQs for hiring and selection  Used follow up questions when hiring ASHER | GLOBAL LEADERS IN SALES STRATEGIES 25
  • 26. Revenue OutcomeBy September 2009 , total number of salespeople was 73, including 39 new hires. 2008 % 2009 % High 3 10% 9 26% Moderate 16 53.3% 23 68% Low 10 33.3% 2 6% invalid 1 0.3% / / CPQ + skills training 39 / The first three quarters, sales accomplished 176Million, reached 250 Million for the year This company has a 300% sales increase!ASHER | GLOBAL LEADERS IN SALES STRATEGIES 26
  • 27. CPQ Summary• From the world’s largest assessment publisher — -SHL &PreVisor• 32 years in US and Europe and Asia —6 years in China• Used by over 10,000 large companies• Over 60 correlation studies show that natural aptitude is the most significant factor in predicting sales success. It accounts for 50% of sales results• EEOC guidelines• CPQ is a great tool for Selection, Development and Retention ASHER | GLOBAL LEADERS IN SALES STRATEGIES 27
  • 28. CPQ Experience APA American • Over 32 years of research in best practices Psychological Association for employee selection, development and retention • Over 4 million individuals have been ATP assessed using the CPQ Association of Test Publishers • Staff includes experts in the areas of Sales Force Training & Retention, EEOC Compliance, HR and Industrial Psychology • Over 30 different positions/jobs validatedASHER | GLOBAL LEADERS IN SALES STRATEGIES 28
  • 29. Uses of Aptitude Assessments Selection Employee Management Uses Management1. Hiring right 1. Work better with 1. Better coaching of employees to fill in employees and managers employees. talent gaps. in the company. 2. More effectively2. Determining which 2. Work better with current teaming employees up employees to switch customers. with other employees. to a different job. 3. Interacting more 3. Modifying processes to3. Determining which effectively with prospects. accommodate current employees should 4. Reduce employee set of employees. leave the company. conflicts. 4. Higher retention of 5. Reduce employee stress happy employees. ASHER | GLOBAL LEADERS IN SALES STRATEGIES 29
  • 30. Success Cases in USA Commercial Clients Government Clients Hilton Hotels Air force R&D Center Met Life Insurance Army Corps of Engineers Alfe ASN (RD&A) (ACE) Wells Fargo Bank Defense Information Security AT&T Agency Bank of America Defense Management Systems L.E. Smith College HISCO Naval Air Warfare Centers Hoover Precision Products Naval Sea Logistics Center First Empire Securities, Inc. Naval Submarine Warfare IBT Group, Inc. Center J.F. Molloy and Associates, Inc. Naval Surface Warfare Centers Miller Brothers Homes Space and Naval Warfare Engineering Excellence, Inc. System Enterprise Business Solutions Raytheon Florida Fluid Systems Technologies Arnold Air force Winston Printing Wyatt Field ServicesASHER | GLOBAL LEADERS IN SALES STRATEGIES 30
  • 31. Success Cases in ChinaASHER | GLOBAL LEADERS IN SALES STRATEGIES 31
  • 32. Channel business partnersASHER | GLOBAL LEADERS IN SALES STRATEGIES 32
  • 33. CPQ DetailsThe CPQ is 980 RMB perindividual assessment. This is • The CPQ only takes 20-30 minutes toa one-time fee and purchases completean “all-access pass” to • Results are easy to understand and do notcompatibility scores for all need to be interpreted by a third partyavailable profiles and all • Results are available online immediatelycoaching reports indefinitely. • The questionnaire uses forced-choice questions, which require deeper processing of response options and provide more accurate results • The CPQ provides a hiring recommendation • The CPQ can be used for both selection and development without additional cost • The CPQ has documented legal validityASHER | GLOBAL LEADERS IN SALES STRATEGIES 33
  • 34. Contact Information• www.asherstrategies.com• www.chinacpq.com• dandanwu@asherstrategies.com• Tel: 010-59797615/ 65853700/ 65851756 Identify Aptitude,Optimize Talent ASHER | GLOBAL LEADERS IN SALES STRATEGIES 34