This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/fiaccabrino-selection-process-566 The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best people for your organization. The objective is to select those people who will be the highest performers with the lowest turnover. (Whereas the methodology was originally developed for a sales organization, it can easily be modified and tweaked for other functions. In fact, it has been used for positions from Marketers to Research Scientists to Pharmacists.) In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers--the best of the best. The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate's competency across each attribute. The Fiaccabrino Selection Process was developed by Charles Fiaccabrino, who is also the author of this document. Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as "Mr. Roche." What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this presentation, Charles hired some of the greatest performers in the history of his company. Here are some testimonials from former executives of Roche (original letters embedded in the document): "... you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whose lives you have touched as friend, counselor, mentor, leader." -- Irwin Lerner, former CEO "All of your colleagues at Roche Diagnostics, who refer to you as 'Mr. Roche,' are quite proud of your accomplishments ... I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps." -- Patrick Zenner, former CEO "In all these years, almost 30 to be exact, I'm positive no one person cared as much or worked as hard to make Roche Diagnostics great!" -- Tom Mac Mahon, former GM

1. Fiaccabrino Selection Process
Sales Interviewing and Screening Methodology
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE
TO CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND
INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF
THOUGHT PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC
LOYALTY
[EXPRESSED]
BEHAVIORAL
QUADRANT [Q4]
DOMINANT
HOSTILE
[Q1]
DOMINANT
HOSTILE
[Q1]
DOMINANT
WARM
[Q4]
DOMINANT
WARM
[Q4]
SUBMISSIVE
HOSTILE
[Q2]
SUBMISSIVE
HOSTILE
[Q2]
SUBMISSIVE
WARM
[Q3]
SUBMISSIVE
WARM
[Q3]
The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best sales
people. The objective is to select those people who will be the highest performers with the lowest turnover. This
document explains the methodology in detail. Topics include 12 Humanistic Attributes, Behavioral Quadrant,
turnover, and scoring templates.
This document and more can be downloaded here: http://flevy.com/seller/fiaccabrino

2. 4
The Fiaccabrino Selection Process will teach you to hire the “best of the
best” salespeople with the lowest turnover
Fiaccabrino Selection Process – Overview
The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best sales
people. The objective is to select those people who will be the highest performers with the lowest turnover.
The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each
attribute in detail and provide insight into how to evaluate your candidate’s competency across each
attribute.
At the end of the day, the candidate must excel across all 16 of the Humanistic Attributes.
This document will also discuss common behavioral modes and includes scoring/evaluation templates that
can be used during the evaluation process.
The Fiaccabrino Selection Process was developed by Charles Fiaccabrino, who is also the author of this
document. Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years
of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly
coveted Presidents Achievement Award 20 times (a performance record at the time). What was undoubtedly
the core reason for his success as a manager is his ability to evaluate people. Through his selection process
outlined in this presentation, Charles hired some of the greatest performers in the history of his company.
The Fiaccabrino Selection Process was developed by Charles Fiaccabrino—details around
his background and experiences are included in the Appendix section.
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/fiaccabrino-sales-selection-process-566

3. 7
It is important to understand how to translate one’s evaluation of the
candidate to a numerical score on the 10-point scale
Scoring System (2 of 3)
There are a number of interpretive uses of the 10-point scale. The most obvious is of course the clear cut
comparative use in evaluating more than one candidate for a particular position. By comparing the graphs of
each candidate, the evaluator has another specific set of attribute parameters to refer to in the decision
making process.
Below, let's review the actual numbers and what they mean.
5 6 7 8 1098.5
10-POINT SCALE
• Let’s start with #5.
• This score indicates "meets
standards." Candidates that achieve
that evaluation can be considered
qualified, but to what extent and are
these candidates "the best of the
best?"
• In my set of circumstances, these
candidates do not meet my
expectations and are therefore not
considered.
• What about numbers 6, 7, and 8?
• As the hiring manager makes these
evaluations, they should be noted and
can be stored for future reference.
• Again, based upon my overall
experience, any number less than an 8.5
score would not be considered.
• Let us now consider a
score of 8.5 and greater.
• Looking back on historical
perspectives, candidates
scoring in the 8.5 to 10.0
range are the very best and
therefore designated the "best
of the best."
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4. 10
Humanistic Attribute:
Intelligence
OVERVIEW
• Think back to your own individual experiences. Have you ever seen a SUCCESSFUL salesperson who was not intelligent?
With over fifty years of sales and sales management experience, one has never crossed my path.
• To be sure, there are different forms and expressions of intelligence and what is important is how it is used as part of a
sales and/or managerial career.
• How do you determine intelligence in the interviewing process? Ask questions and listen creatively.
• Here are several examples of questions that can be asked:
• Honor role in high school? College GPA? Books read?
• HOW was the information explained?
• Life experiences. How were they handled?
• Judgment. This is a key component of intelligence
• With good listening skills and experience, an evaluation of intelligence can be accurately accomplished.
For each attribute, we will provide an overview of this attribute truly means, including a series of probing questions. These questions serve
to help you 1) truly understand what is at the core of the attribute; and 2) effectively and comprehensively evaluate the candidate.
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
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5. 13
Humanistic Attribute:
Competitiveness and Drive
OVERVIEW
• Without competitive juices flowing combined with sustained drive, not much will be accomplished.
• Questions can probe sports, academic achievements, the desire to be number one, and the reasons provided. Sometimes
a competitive nature is not related to being “number one”—an achievement endemic to sports, for example.
• It can also be a competitive drive to achieve by challenging one’s self.
• Both are acceptable, because not all candidates are athletes and do not aspire as such.
• With some individuals, the drive to the top is more exhilarating than achieving the actual goal.
• Here are several examples of questions that can be asked:
• Achievements in previous enterprises?
• Sales achievements?
• Why do you want to excel?
• Is it important to be number one and why?
• The evaluator would best listen to the responses, which, if uninterrupted, can provide additional insight into what motivates
the candidate. Listen!
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
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6. 16
Humanistic Attribute:
Values System
OVERVIEW
• What is a Values System? One has to use forbearance in this area, because one person’s values might differ from
another’s. And yet, there are values that are generally agreed to that are within the scope of reasonable individuals as to
their inherent importance.
• Stability of the individuals lifestyle, dedications to accepting a lawful way of life, and furthering this foundation for the
betterment, not only of the individual, but at the same time respecting the inherent rights of his contemporaries.
• Stay away from questions regarding religion, politics, sexual orientation, race, etc. and whatever else your company’s HR
department deems inappropriate.
• At the same time, the candidate might delve into the fact he/she practices a religion, as well as discussing related aspects
of the candidate’s religiosity.
• It’s acceptable to listen, because, in that process, one can learn more about the individual more so than the religious
aspects of the candidate’s life.
• Based on my interactions, should the subject arise, simply state that you did not ask the question about religion and that
the candidate brought up the subject and, out of respect, did not interrupt what the candidate was saying.
• What is important is the adherence to an environment in which there is respect for others on a personal level, as well as its
positive effect on others.
• A Value System by whatever definition that is lawful can be a positive interpretation of a candidate’s future value of his/her
new organization.
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
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7. 19
Humanistic Attribute:
Success Factors
OVERVIEW
• How successful is the candidate?
• Is he/she number one in a three-person sales force or in the top 5% in a sales force consisting of one thousand people?
• Is he/she selling a product that has little competition or selling a service facing competition from multi-billion dollar blue
chip companies?
• What about outstanding accomplishments outside of business enterprises?
• Socially conscious fundraising or scholastic achievements?
• The star athlete who excels academically?
• Although not always a precursor of future success, success nonetheless begets success. Look for past success.
• Do you hire the candidate with a GPA of 4.0 who did not have to work hard to achieve his academic success or consider a
candidate with a 2.9 GPA who worked 2 jobs to pay for his/her education?
• This is where the total evaluation becomes the solidifying force in the decision making process.
• One of the questions I have in an interview is this: Can you define success? Or, how would you evaluate your success over
a period of time?
• Then, LISTEN.
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
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8. 22
Humanistic Attribute:
Team Orientation (2 of 2)
OVERVIEW
• To be sure, this is a very important attribute to evaluate.
• Do you see the connection with other attributes thus far in forming the “best of the best” team?
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
This document is a partial preview. Full document download can be found on Flevy:
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9. 25
Humanistic Attribute:
Work Ethic (2 of 2)
OVERVIEW
• Listen and learn. The interactive process between the interviewer and candidate must be open ended, and reflective with
the ability to enhance further information. Comments by the candidate that might be philosophical in nature can be a
positive sign.
• Can you give me an example of what you are talking about?
• Listen. The pieces come together.
• Reflect upon the overall pattern expounded upon by the candidate.
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
This document is a partial preview. Full document download can be found on Flevy:
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10. 28
Humanistic Attribute:
Behavioral Quadrant [Q4] (1 of 4)
OVERVIEW
• As described, we are discussing behavior, something we can see and feel and, as a natural consequence, evaluate.
• What follows is an overview of the quadrant concept and how it applies to sales, sales management, and in general
interpersonal relationships.
• There are 4 basic behavior quadrants:
• Dominant Hostile [Q1]
• Dominant Warm [Q4]
• Submissive Hostile [Q2]
• Submissive Warm [Q3]
• For the sake of brevity, as part of my humanistic attributes
evaluation, perhaps the crowning aspect of the entire process
is the evaluation of the behavioral quadrants as it relates to
the candidate.
• As stated in the previous dialogue, a score of 8.5 or above
places the candidate in the “best of the best” category. At the
same time, this same candidate must be perceived by the
evaluation process as a definitive Q4 or Dominant Warm
individual.
• Without this designation, the candidate is rejected.
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
DOMINANT
HOSTILE
[Q1]
DOMINANT
HOSTILE
[Q1]
SUBMISSIVE
HOSTILE
[Q2]
SUBMISSIVE
HOSTILE
[Q2]
DOMINANT
WARM
[Q4]
DOMINANT
WARM
[Q4]
SUBMISSIVE
WARM
[Q3]
SUBMISSIVE
WARM
[Q3]
BEHAVIORAL QUADRANT
Dominant
Submissive
Hostile Warm
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11. 31
Humanistic Attribute:
Behavioral Quadrant [Q4] (4 of 4)
INTELLIGENCE
ORGANIZATION AND
PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
Behavior Quadrant (3 of 3)
DOMINANT
HOSTILE
[Q1]
DOMINANT
HOSTILE
[Q1]
SUBMISSIVE
HOSTILE
[Q2]
SUBMISSIVE
HOSTILE
[Q2]
DOMINANT
WARM
[Q4]
DOMINANT
WARM
[Q4]
SUBMISSIVE
WARM
[Q3]
SUBMISSIVE
WARM
[Q3]
• For example, a number of people might be in any of the behavioral modes we are
studying.
• Consider this: a Q4 salesperson calls on a customer who is in the submissive hostile
Q2 behavioral mode. Selling to this customer while in this behavioral state is virtually
impossible. But, something very interesting happens when the Q4 individual initially
meets the hostile customer. Eye contact, a sense of warmth, generating trust (bear in
mind the Q2 individuals are not very trusting to begin with) and almost immediately the
Q2 individual is drawn into the Q4 mode—at which time, a level of receptivity takes
place.
• This is the first step in the success process.
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12. 34
Selecting the right candidate is only the first step …
Fiaccabrino Selection Process – Summary (1 of 2)
What was presented in this methodology is just the beginning of a long road to success.
There are supplemental factors that come into play after the ideal candidate has been
selected. What follows is a basic overview.
At the outset, a major success factor is the competency of the hiring manager/leader as it
relates to the next phase of the developmental process. The high caliber manager/leader must
then implement the overall training process.
In numerous companies, a separate training department exists which might include sales and
product knowledge training. This can be a very effective adjunct to the initial phases of the
new hire process.
At the same time, not all new hires are at the same stage of informational need after the initial
phases are completed. The capable sales manager will then outline a specific progress and
developmental program geared to the individual needs of his/her new hires and further ensure
that said manager manages the mentor process.
Any and all departments might be included in the delegated and integrated process all under
the control of the manager/leader.
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13. 37
Contents
Appendix
Scoring Templates
Humanistic Attributes
Overview
Summary
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14. 40
Contents
Appendix
Scoring Templates
Humanistic Attributes
Overview
Summary
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15. 43
Each attribute and topic discussed in this presentation can be expanded
upon
More Information
Charles Fiaccabrino has extensive experience in knowledge across all topics related
to Sales Management, Sales Strategy, and Strategic Planning.
The information covered in this presentation is meant to be an overview. It should arm you with the
basic understanding of the Fiaccabrino Selection Process, so that you can begin to practice it and
greatly improve the effectiveness of your sales team.
Each attribute and topic can, of course, be heavily expanded upon. There are also numerous
adjacent topics related to Sales Management, Sales Strategy, and Strategic Planning.
Having joined Roche Diagnostics as the first sales representative to driving its growth to become a
Fortune 200 company, Charles Fiaccabrino is a seasoned executive of 50+ years who has experience
across all topics Sales- and Strategy-related. If you would like to delve deeper into any of these
topics, you can contact Charles at charles@flevy.com to seek his consultation.
Charles is also a frequent guest blogger at the Flevy Blog: http://flevy.com/blog.
This document is a partial preview. Full document download can be found on Flevy:
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16. 1
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