Profile XT-Sales Employee Assessment
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Transcript of Profile XT-Sales Employee Assessment
Profiles International
Enabling the High-Performance Workforce
•In business continuously since 1991
•40,000 Clients Worldwide
•International PresenceOver 118 countries, 32 languages
•We are a Microsoft Certified Partner & HR XML Compliant
•We provide a great candidate experience so that it’s fun to take an assessment.
Companies Face Two Types of Challenges…
People ChallengesSystem Challenges
Profiles International focuses on people challenges.
What It Takes to Build a High Performance Workforce
Select the Right People
Integrity Substance Abuse Reliability Work Ethic Job Fit
Make Managers More Effective
Appraising Management Techniques
Improving Communication Skills
Developing Leadership Competencies
Accelerate Employee Productivity
Retaining Top Performers Training Coaching Engaged Competent
High Performance Workforce Solution
Your Challenge:
To ensure that every “people” decision—
whether hiring, promotion, or development is
aimed at achieving
Superior Sales Performance.
A new Sales candidate is like an iceburg:
You can see what’s above the surface…
But what lies below the surface is hidden…and it can make all the difference between success or failure in a salesperson’s performance.
Get the Whole Picture byusing an accurate Sales Assessment Tool to
measure the Total Person.
10% - Good, but limited information:
Skills
Experience
Education
90% - Essence of the Total Person:
Thinking Style
Behavioral Traits
Occupational Interests
SALES PLACEMENT REPORT
The Profile XT-Sales assessment averages 82% accuracy…that’s four out of five top performers, reliably.
Competing assessments only average in the low ‘60s.
What it measures:
• Can the persondo the job?
• How will the persondo the job?
• Will the personwant to do the job?
The Job Match Pattern:
• The Shaded areas indicate an example of a (hypothetical) Custom Job Match pattern
• A Job Match pattern shows the required Core Competencies for a specific job in your company. A custom Job Match pattern can be derived by assessing a group of your current Top Performing Sales people.
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
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A Good Match
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
10987654321
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
Overall Job Match
Distortion – 8
94%
Job MatchPercentage
95%
8
6
Job MatchPercentage
95%
Job MatchPercentage
91%
Top three interests for this position
Lowest three interests for this position
Technical
Creative
Mechanical
Financial/Admin
People Service
Enterprising
I nterests Ranking
10987654321
10987654321
10987654321
10987654321
10987654321
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
10
4
5
4
7654321
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A good match is indicated by a cumulative job-match score in the range of 75% - 95%, the higher the better.
22
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
10987654321
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
Overall Job Match
Distortion – 9
59%
Job MatchPercentage
86%
2
2
Job MatchPercentage
56%
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Job MatchPercentage
35%
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Top three interests for this position
Lowest three interests for this position
Technical
Creative
Mechanical
Financial/Admin
People Service
Enterprising
I nterests Ranking
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
7654321
10
8
4
1
A Poor Match
A poor match is indicated by a cumulative job-match score that is below the desired range of 75% - 95%, indicating a probability of low satisfaction with a candidate’s performance.
SALES PLACEMENT REPORT Areas of possible concern:
Areas of possible concern are indicated and explained in detail.
SALES PLACEMENT REPORT
Suggestions for pre-hire interview questions
Suggestions are provided for additional questioning during the next interview.
SALES PLACEMENT REPORT
Additional pre-job offer considerations
Suggestions are provided for additional consideration before extending a job offer to the candidate.
Phase One
•Schedule PXT-Sales assessments for entire Sales Department
•Develop a custom Sales Job Match Pattern from your Top Performers
Phase Two
•Review Pattern results
•Make manual adjustments if needed
Phase Four
•Monitor ongoing Recruiting usage
Phase Three
Training:
• Administrator (HR)
• Sales Managers
Phase Five
6-12 Months• Review Pattern, adjust if needed
12 Months•Longitudinal Studies•Annual Progress Report / ROI
Implementation of the PXT-Sales assessment into your organization:
Accurate Selection and Onboarding
Use Sales Job Match Patterns For:Use Sales Job Match Patterns For:
Enhanced Coaching and Mentoring Individualized Training Needs
Accurate Promoting
Managing Performance
Succession Planning
Use All of Your Resources
Sources: Professor Mike Smith, University of Manchester, August 1994John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90;Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.
14%
26%
38%
54%
66%
75+%
Interview
Reference Checking
Personality Testing
Abilities Testing
Interests Testing
Job Matching
Here’s what the U.S. Department of Laborsays about assessments:
• Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs.
• Tests can be used to predict employee and applicant job performance.
• Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.
Thank You!
David DennardProfiles International, Inc.
972-701-0222