Eap 4

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Eap 4

  1. 1. NELSON SERNA BARANDICAEAP 4
  2. 2. MAXIMIZING THE PERFORMANCE OF YOURSALES FORCE
  3. 3.  One of the most effective ways for reducing turnover and enhancing productivity in an organization is by hiring for “fit”. Numerous studies have shown that selecting employees with the right skills and traits impacts performance and retention. Effective selection practices can have a real bottom-line impact in an organization. We have witnessed increases in sales of up to 150% and retention of up to 40% for clients as a result of better hiring. Actual cost savings can be in the millions depending on size of the workforce and severity of turnover . that Numerous studies have shown
  4. 4.  Job Analysis: A thorough understanding of the job is critical to ensure that the right knowledge, skills, abilities and traits are screened during the selection process. Minimum qualifications can also be determined. A job analysis process should be in full compliance with the Uniform Guidelines on Employee Selection Procedures and ensures a selection process that is job related and consequently defensible. That referes to a “ensures a selection process”
  5. 5.  All of these goals can be achieved. Using the steps below can help reduce turnover, increase sales productivity, and select ideal candidates that best represent the company to the community. that referes to a “select ideal candidates “
  6. 6.  The key is to do a good job of identifying the ideal assessment(s), profiles and methodology for your organization, and making a commitment to doing it right the first time. Of paramount importance is ensuring that your process is validated to the requirements of the job, so that it can empirically predict performance, is in compliance with federal regulations, and is legally defensible. your referes to a “organization”
  7. 7.  Assessment Choice: Once an understanding of the job is attained by identifying competencies (e.g., knowledge, skills, and abilities), the key job- related attributes candidates need can be identified. These may include cognitive ability, physical ability, personality traits, biographical data, values, integrity, situational judgment and specific skills. Commonly assessed attributes for sales positions include personality, cognitive ability, integrity, and sales-specific aptitude. Methods for assessing these attributes should also be considered next, and could include web-based or paper-and-pencil assessments, structured interviews, assessment centers, and simulations . These may include cognitive referes to Assessment Choice
  8. 8.  Validation: Validation is the process of studying the relationship between your assessments and the job to ensure that it is related to the content of the job and actually predicts the criteria most important to you (i.e., retention and productivity). Content validity is established by linking the content of the assessments to the work performed in the job. Subject matter experts from your organization should be used to link the job to the assessments and determine any gaps. Criterion related validity is established by linking performance on each test to performance on the job. This is accomplished by having a sample of job incumbents complete the tests, and then studying their test performance juxtaposed against actual job performance, as determined from supervisor ratings and any available objective performance data. your referes to a “assessments”
  9. 9.  Validation: Validation is the process of studying the relationship between your assessments and the job to ensure that it is related to the content of the job and actually predicts the criteria most important to you (i.e., retention and productivity). Content validity is established by linking the content of the assessments to the work performed in the job. Subject matter experts from your organization should be used to link the job to the assessments and determine any gaps. Criterion related validity is established by linking performance on each test to performance on the job. This is accomplished by having a sample of job incumbents complete the tests, and then studying their test performance juxtaposed against actual job performance, as determined from supervisor ratings and any available objective performance data. This is accomplished referes to a “validation”
  10. 10.  Developing good selection processes that are effective and defensible is not simple, but the aforementioned steps are essential. They result in a selection system composed of a series of steps and tools that are job related, defensible, and empirically linked to higher performance and greater retention. They result the good selection processes
  11. 11.  Activities: As a result of the analysis, key activities are identified. This might include training workshops, new hiring standards, and tools that will help facilitate development and the replication of the behaviors exhibited by top performers. that will help facilitate development and referes to a “tools”
  12. 12.  Developing good selection processes that are effective and defensible is not simple, but the aforementioned steps are essential. They result in a selection system composed of a series of steps and tools that are job related, defensible, and empirically linked to higher performance and greater retention. that referes to a “steps and tools”

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