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Historically, most executives who have a sales organization under their control through a VP of Sales or otherwise believe that the key to increasing sales from the organization normally comes from:
Often, any one or more of the above approaches are deployed with little to no effect.
When one of the above approaches is deployed, it is often a puzzle to management why sales and profits hardly improved, if at all. Thus, the key is that the core sales problem may not have been properly addressed. Salespeople interviewed and hired may not have been the best choice due to lack of aptitudes and behaviors needed for success in sales. Further, the sales trainer/manager who believes that he or she can teach anyone to be highly successful in sales may be seriously mistaken.
Sales come from people who have the aptitudes and behavioral traits at the right levels to be able to sell, the necessary product and/or service knowledge, and the necessary sales soft skills to be able to sell a product and/or service that buyers want or need to purchase. Executives, managers, HR people, and recruiters think they have the skills, knowledge, and ability to identify whether a sales candidate has the traits needed for success. In reality, there are certain critical mental aptitudes and behavioral traits which simply cannot be identified accurately from an application, resume, or interview.
To make matters worse, many hiring decision makers take prior sales experience far too seriously. Having sales experience can mean many things. Read More
Neither the E.E.O.C. nor the Department of Labor or any other government agency has the right to approve any test or employment procedure. The extent of their authority is to audit or investigate unacceptable procedures which have resulted in or are resulting in discrimination.
On numerous occasions, the FDIC has audited banks using the Achiever assessment system. In each case, the system has always passed with flying colors. The same is true with the OFCC audits of federal contractor clients. The Dallas district office of the EEOC and other EEOC offices across the country are acquainted with Candidate Resources' assessment systems. To date, there has never been an adverse finding against any employer for using the Achiever system, nor any out-of-court settlement.
The Achiever was reviewed by Mr. Charles E. Duffy, District Director of U.S. Department of Labor, Employment Standards Administration Office of Federal Contract Compliance Programs; 55 Erieview Plaza, Suite 520, Cleveland, Ohio 44114; 215-522-7380, who commented that there is no need to have the Achiever validated within each company since there is only a slight possibility of any adverse effect on a protected group, particularly since there are no passing or failing scores yielded by the Achiever. Nevertheless, the Achiever is validated through the construct validation process and concurrent validations are continuously in progress on an ongoing basis.
Utilizing the Achiever properly ensures protection against E.E.O.C. problems and adverse impact. Read More
Most organizations understand that effective management and deployment of assets can mean the difference between success and failure. But many organizations fail to consider their most critical asset – human capital.
A recent study by McKinsey & Company revealed that "A" performers tend to be 50-100% more productive than "C" performers. Clearly, identifying the "A" performers can enhance an organization's performance. So, how does an employer identify the "A" performers, and once identified, how does an employer retain them?.
The answer to these two questions is simple: Testing.
Testing has long been an effective, yet underutilized, tool to help employers make the most of their human capital.
Why Test?
To effectively manage its human capital, an organization needs to have as much information as possible. Unfortunately, the employee selection and management process is too often clouded by subjectivity and incomplete information to be as effective as it could be. Read More
