This document discusses two potential predictors that could be used to evaluate candidates for sales positions: personality inventories and interviews. For personality inventories, the document suggests using the Myers-Briggs Type Indicator (MBTI) to determine candidates' preferences and traits like introversion/extroversion. Research cited shows the MBTI has been validated over 40 years and can predict performance, though it cannot be the sole criterion. For interviews, the document proposes using a panel of current salespeople as "raters" to evaluate candidates' performance during an interview. Research on social influence theory supports interviews as allowing an interpersonal exchange of information between candidates and employers.

1. An array of considerations must be made in identifying
predictors for use as part of a selection process. While
professional judgment plays a role, there should be sound
empirical, logical, and theoretical evidence for the use of a
predictor. A comprehensive knowledge of the job demands,
desired outcome levels, and related empirical research
collectively can provide such a rationale for selecting and using
predictors. Once a predictor is identified, it is necessary to
directly observe its relationship with one or more criterion
measures of work related activities, behaviors, and
performance. Consider how sales organizations may use
employee-performance predictors to find suitable candidates for
employment (Society for Industrial and Organizational
Psychology, Inc., 2003).
Post: descriptions of two predictors used in personnel selection
to estimate performance of an employee in sales. Explain how
you might validate each predictor and which criterion
measure(s) you might use. Provide concrete examples and
citations from the Learning Resources and current literature to
support your post.
Example 1
The purpose for conducting the validity study must be
based on the understanding of the work performed on the job,
the needs of the organization, and the rights of current
prospective employees. An important step for describing the
objectives of the research plan is to conduct a literature review
to determine what studies already have been conducted on the
construct in question for predicting performance on the job(s)
(Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the
Personality inventory and interview. The personality inventory,
such as the Myers-Briggs Type Indicator (MBTI) tests people
based on their perceptions and judgements (Myers and Briggs

2. Foundation, n.d). The MBTI gives insight on the test taker’s
preferences based on the scores. For instance, the MBTI would
determine if the test taker is an introvert or extrovert. This is
important information when determining if a person is a suitable
candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence
theory proposes that practically every interpersonal relationship
involves social influence of some form or another; people aim
to influence and are also being influenced (Cialdini & Trost,
1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of
communication and exchange of information often leads
individuals in the presence of others to express themselves in a
manner that will evoke a certain desired reaction from the target
(Goffman, 2006). The interview provides the interpersonal
relationship, which encourages the exchange of communication
and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been
administered over 40 years, and have proven to be both valid
and reliable. The only drawback to the MBTI is that it is
unethical and sometimes illegal to use it as the sole indicator
for employment decision making.
The interview would be inter-rated. A determination of
predictability is best gauged by people or “raters” that are
currently doing the job. The best way to show validity in the
interview for the sales position would be to interview the
candidate in front of a panel of other salespeople or “raters.”
They would be the people to predict how the candidate would
perform as a salesperson.
REFERENCES
Barrick, M. R., Shaffer, J. A., & DeGrassi, S. W. (2009). What
you see may not be what you get:
Relationships among self-presentation tactics and
ratings of interview and job
performance. Journal of Applied Psychology, 94(6),
1394-1411. doi:10.1037/a0016532.

3. Retrieved from the Walden Library on 6 March 2017
Cialdini, R. B., & Trost, M. R. (1998). Social influence: Social
norms, conformity and
compliance. In D.Gilbert, S.Fiske, & G.Lindzey (Eds.),
The handbook of social
psychology (4th ed., Vol. 2,pp. 151–192). New York:
McGraw-Hill
Drasgow, F., Whetzel, D. L., & Oppler, S. H. (2007). Strategies
for test validation and
refinement. In D. L.Whetzel & G. R. Wheaton (Eds.),
Applied measurement: Industrial
psychology in human resources management (pp. 349–
384). Malwah, NJ: Lawrence
Erlbaum Associates.
Goffman, E. (2006). The presentation of self. In DBrissett &
C.Edgley (Eds.), Life as theater:
dramaturgical sourcebook (2nd ed., pp. 129–139). New York: de
Gruyter.
Myers and Briggs Foundation (n.d). Preferences. Retrieved from
http://www.myersbriggs.org/my-mbti-personality-type/mbti-
basics/preferences.htm on 6
March 2017.
Example 2
I-O psychologists historically have been interested in predictors
for making selection decisions with a focus on behavioral
predictors, psychological constructs, and job situations and
demands (Arthur & Villado, 2008). Five common selection
predictors to estimate performance are cognitive tests,
personality inventories, interviews, situational judgement tests
(SJTs), and assessment centers (AC) (Lievens & Sackett,
2017). Predictors should be based on the particular job. In the
case of a sales job, predictors would be related to sales success.
In terms of measuring sales success, subjective measures
include supervisor ratings and the most common objective
measure is sales volume (Farrell & Hakstian, 2001).

4. In a meta-analytic study, Farrell and Hakstian (2001) provide
support that using effective personnel selection procedures
related to sales jobs results in significant increases in both
subjective and objective measures of sales performance. The
authors state that personality tests are specifically found to
predict the performance of sales people. Sitser, van der Linden
and Born (2013) found that using the General Factor of
Personality (GFP) (calculated from aggregating across the file
scales of the Big Five Inventory) significantly predicts both
supervisor ratings and objective sales results. Therefore,
personality assessment using a validated measure is supported
as one personnel selection procedure for a sales position.
A second area to estimate the performance is emotional
intelligence (EI). Although there has not been significant
quantitative research on EI and sales positions, Deeter-Schmelz
and Sojka (2003) support the role of emotional intelligence
within successful sales performance using exploratory
qualitative analysis. Wiatr Borg and Johnston (2013) further
clarify the link between sales performance and EI. The authors
state that the literature supports the link between EI and
interpersonal skills. In turn, interpersonal skills is supported in
the sales literature as related to adoptive selling, relationship
selling and consumer-oriented selling. Therefore, Wiatr Borg
and Johnston (2013) recommend evaluating emotional
intelligence as a core foundation for interpersonal skills. In
other words, sales people with higher emotional intelligence
will have the interpersonal skills such as optimism, warmth,
persuasiveness and cooperativeness to be successful in sales.
References:
Arthur, W. J., & Villado, A. J. (2008). The importance of
distinguishing between constructs and methods when comparing
predictors in personnel selection research and practice. Journal

5. Of Applied Psychology, 93(2), 435-442. doi:10.1037/0021-
9010.93.2.435
Deeter-Schmelz, D. R., & Sojka, J. Z. (2003). Developing
Effective Salespeople: Exploring the Link Between Emotional
Intelligence and Sales Performance. The International Journal
Of Organizational Analysis, 11(3), 211-220.
doi:10.1108/eb028972
Farrell, S., & Hakstian, A. R. (2001). Improving salesforce
performance: A meta-analytic investigation of the effectiveness
and utility of personnel selection procedures and training
interventions. Psychology & Marketing, 18(3), 281-316.
doi:10.1002/1520-6793(200103)18:3<281::AID-
MAR1009>3.0.CO;2-Z
Lievens, F., & Sackett, P. R. (2017). The effects of predictor
method factors on selection outcomes: A modular approach to
personnel selection procedures. Journal Of Applied Psychology,
102(1), 43-66. doi:10.1037/apl0000160
Sitser, T., van der Linden, D., & Born, M. P. (2013). Predicting
sales performance criteria with personality measures: The use of
the general factor of personality, the Big Five and narrow traits.
Human Performance, 26(2), 126-149.
doi:10.1080/08959285.2013.765877
Wiatr Borg, S., & Johnston, W. J. (2013). The IPS-EQ model:
Interpersonal skills and emotional intelligence in a sales
process. Journal Of Personal Selling & Sales Management,
33(1), 39-51. doi:10.2753/PSS0885-3134330104