confidential sales candidate screening - evolution …...confidential sales candidate assessment the...

1 © Copyright 1994 - 2012 Objective Management Group, Inc.

Confidential Sales Candidate Assessment

THE DAVE KURLAN SALES FORCE PROFILE™Candidate: Jane Smith

Company: ABC CompanyRole Specification: Sales Sample

Level: Moderate DifficultyDate: 10/16/2012

HIRING RECOMMENDATION - Recommended

Perfect Candidate We believe Jane is a perfect candidate because Jane has the specific factors developed foryour selling environment. - (click here for more information) We believe Jane is an ideal candidate because we identified several factors in this assessmentindicating Jane's ability to ramp up quickly in your selling environment. - (click here for moreinformation) NOTE: This assessment will indicate whether Jane will actually sell, whether Jane is trainable,can be coached and the kind of help you’ll need to provide if you move forward and hire Jane. Please understand that while this is not a personality profile, sales aptitude test norpsychological test, those instruments can be useful for other positions. This assessment deals specifically with Jane’s sales potential with your company, as well asindustry compatibility. While this is a very important piece of the puzzle, it is only one piece. Itdoes not measure intelligence, technical knowledge, self-presentation, appearance nor does itcheck references and all of those issues remain quite important. It does uncover what mighthave been hidden from view, even in a fairly comprehensive series of interviews. Therefore,our recommendations should be interpreted accordingly. Explanations for most of theweaknesses you’ll read about in this document can be found on our Web Site.

http://www.objectivemanagement.com/references/perfect.htm

http://www.objectivemanagement.com/references/fiof.htm

2 Distributed by OMG Corporate Sales

© Copyright 1994 - 2012 Objective Management Group, Inc.

CANDIDATE DASHBOARD

The Will to SellMajor Weaknesses

Determination Neutralizers Important RatingsDesire 83 Need For Approval 12 Sales Quotient™ 154

Commitment 90 Controls Emotions 10 Figure-It-Out Factor™ 90

Responsibility Strong Record Collection™ 8 Perfect Fit Index™ 100

Outlook Strong Buy Cycle™ 28 Sales Posturing Index 70

Key Findings Money Weaknesses 0 Growth Potential 31%

Enjoys Selling Strong Combined Severity (160) 59 Compatibility 68%

Motivated Strong RECOMMENDATION Confidence Factor 7.1

Rejection Proof Strong Recommended Longevity Prediction

Coachable YesPerfect Candidate

Unlikely

Trainable Yes

Outside Sales Candidate: Jane Smith Assessment Date: 10/16/2012

% of Attributes in Skill Sets Selling Assets / LiabilitiesHunter 91% Skills 48%Closer 67% Strengths 69%Farmer 44% Challenges 32%Consultative Seller 44% Weaknesses 12%Account Manager 50%

Requirements Based On Your Role SpecificationYour Requirements Finding

Meets OMG Criteria for difficulty level YesCompetition Resistant NoHigh Ticket Seller YesValue Seller YesResistance Proof Seller Not RequiredAble to Sell to Top Executives YesCompatible With a One Call Close Not RequiredAble to Work Independently in a Remote Location Not RequiredStraight Commission Seller Not RequiredWill Hunt For New Business YesEntrepreneurial Seller Not RequiredAn Evangelizer Not Required



OUR SUMMARY AND RECOMMENDATIONS Is Jane trainable?

Yes. Jane's strong desire indicates that a training program would definitely provide ameaningful avenue for growth. Is Jane's specific sales experience compatible?

Yes. Jane matches up in more than half of the areas you specified, indicating thatJane will have a shorter ramp up time due to Jane’s level of capability. Do we believe you should hire Jane?

Yes. Jane’s strengths suggest that hiring this person should result in a successfuloutcome in a sales position with moderate difficulty. Jane is also capable of performing at ahigher level. Conditions For Hiring

None.



ABC Company Requirements

Based On Your Role SpecificationThis document is filled with important findings, some based on OMG’s Criteria for sales successin the designated difficulty level, others based on your criteria for sales success in yourbusiness. These findings tend to be scattered throughout the document, making it difficult tocapture the essence of the reason for a particular recommendation. In the table below, we have included the important requirements for this position using bothsets of criteria; yours and ours. The candidate must be trainable, not exceed the number ofmajor weaknesses allowed for the designated difficulty level and have a major weaknessesseverity that does not exceed the limit for that level. The candidate must also meet certaincriteria of yours that we identified as crucial to success in your business. Finally, there aresome important skill sets that success in your position requires. While it is helpful when acandidate exceeds 65% in these skill sets, it is not required.

Your Requirements FindingMeets OMG Criteria for difficulty level YesCombined Severity at or Below 160 59Candidate is Trainable YesHunter Skills 91%Closer Skills 67%Qualifier Skills 70%Competition Resistant NoHigh Ticket Seller YesValue Seller YesAble to Sell to Top Executives Yes



Sales Posturing Qualities Measured

OMG Criteria OMG FindingGood Outlook YesGood Self Image YesControls Emotions YesTakes Responsibility YesWorks Independently YesGoal Oriented NoDevelops Relationships Early YesIs a Problem Solver YesConsultative Skill Set (%) 44%Sales Optimism Somewhat SupportiveSales Assertiveness Consistently AssertiveSales Empathy Not SupportiveSales Posturing Index 70

Click here for more explanation of the Sales Posturing Qualities.

http://www.objectivemanagement.com/references/sp.htm



Perfect Fit Components

Perfect Factor Finding Must have No Money Weakness Has No Money Weakness Hunter Skills must be at or above 75 91 Closer Skills must be at or above 65 67 Takes Responsibility Does Take Responsibility Total Severity must be at or below 100 59 Outlook must be strong Outlook is strong Must have No Buy Cycle™ Has No Buy Cycle™ Weakness Figure it Out Factor™ must be at or above 75 90Percent (%) of Perfect Factors Achieved 100%



Desire is a measure of passion for success in sales. Based on the candidate’s answers to variousquestions during the assessment, we are able to indicate the strength of that desire and depict it in thechart below. Desire below 50 is considered a weakness and must be addressed before the candidate willaccept the changes necessary to improve his / her selling capabilities.

Commitment is a measure of whether the candidate will do whatever it takes to achieve success in sales.Based on the candidate’s answers to various questions during the assessment, we are able to indicate thestrength of that commitment and depict it in the chart below. Commitment below 50 is considered aweakness and must be addressed before the candidate will accept the changes necessary to improve his /her selling capabilities.



In addition to Desire and Commitment for Success, we dive deeper into Motivation and provide insightsinto what motivates a salesperson. Some salespeople are not very motivated. Some are intrinsicallymotivated (recognition, fulfillment, satisfaction, enjoyment, love of selling, mastery, etc.) while others areextrinsically motivated (money, rewards, things). In the tables below, we show the level of overallmotivation as well as how much the two types of motivation contribute to overall motivation. We foundthe level of motivation for this candidate sufficient to be considered a strength.



INTERVIEWING TIPS

• Inquire about past or present professional sales training that might account for the high

number of positive findings among the crucial elements and major weaknesses.• Inquire about past selling successes that would support the strong test results.• Ask what the candidate thought about the test and listen for any clues that would lead you

to believe that the candidate "figured it out."• Speak with immediate past employer to verify that performance was exceptional. If

anything short of exceptional then it's likely the candidate lied on the test and none ofresults on this test can be trusted.

• Check the resume to determine if there is a correlation between the typical tenure at pastemployers and the low likelihood of being able to retain this candidate.

10Distributed by OMG Corporate Sales


IMPORTANT FINDINGSTen key attributes and certain combinations of them have an adverse and significant influenceon the recommendations in this assessment. Those that apply to this candidate are indicatedbelow by an “Issue” in the respective column. Control + Click the “Issue” to read about theadverse impact of these findings. (A Web Browser and Internet connection is required.)

Des

ire

Com

mitm

ent

Out

look

Excu

ses

Appr

oval

Mon

ey

Emot

ions

Buy

Cycl

e™

Reco

rds

Ince

ntiv

e

Important combinations of the 10 key attributes are listed below. Click a topic to read aboutthe impact of these issues.Shopper Finding

http://www.objectivemanagement.com/references/shopper.htm

http://www.objectivemanagement.com/references/shopper.htm



SALES GROWTH AND DEVELOPMENT SKILL SETSSales positions which are meant to grow the business in existing markets or new ones requiresalespeople with skills in four key roles. This candidate’s strengths in each of these roles are notedbelow.

Hunter Present

Qualifier PresentUses Sales 2.0 Tools ü Uncovers Actual Budget ü

Attends Networking Events ü Meets With Decision Maker ü

Prospects via Phone and / or Walk-ins ü Knows The Compelling Reasons to Buy

Gets Referrals from Customers / Network Knows Decision Making Process

Reaches Decision Makers ü Asks About Everything

Schedules Appointments ü Will Discuss Finances ü

Prospects Consistently ü Handles High-Ticket Pricing OK ü

Has No Need For Approval ü Doesn’t Let Being Liked Get In The Way ü

Recovers From Rejection ü Able to Stay in the Moment ü

Maintains a Full Pipeline ü Self-Limiting Beliefs Won’t Be an Obstacle ü

Will Prospect ü % of Traits 70%

% of Traits 91% Farmer Present

Handles “It’s a Lot of Money” Objection ü

Has Closing Urgency ü

Attempts To Close

Won’t Panic Over Objections ü

Won’t Accept PutOffs

Won’t “Understand” Most Objections ü

Won’t Alienate Customers

Will Be Very Likable

Unlikely to be Distracted by New Accounts

% of Traits 44%Closer Present Consultative Seller Present

Gets Prospect To Agree To Make Decision ü Asks Good Questions ü

Won’t Make Inappropriate Quotes Asks Enough Questions

Will Meet With the Decision Maker ü Quickly Develops Relationships ü

Will Find a Way to Close Not Presenting at Inappropriate Times

Won’t be Overly Patient ü Uncovers Compelling Reasons to Buy

Unlikely to be Derailed by Put-Offs Understands How Prospect Will Buy

Not Likely to Take “Think It Overs” ü Takes Nothing for Granted

Isn’t Looking to be Liked üWon’t Have Trouble Asking ToughQuestions ü

Will Stay in the Moment at Closing Time ü Will be Able to Listen/Ask with Ease ü

% of Traits 67% % of Traits 44%



ACCOUNT MAINTENANCE AND RELATIONSHIP SKILL SETS

Sales positions which are meant to maintain strong service levels and good business relationshipsrequire salespeople with skills in two key roles. This candidate’s strengths in each of these roles isnoted below.

Account Manager Present

Ambassador Present

Has Strong Relationships ü Very Likable ü

Will Meet/Talk with Decision Makers ü Networks Well

Will Know the Real Budgets ü Will be Effective with People

Will Handle Organizational Politics Likes Being in Sales ü

Will Manage Time Effectively ü May Follow Up Without Reason ü

Won’t Feel Urgency to Close Business Will Waste a Lot of Time ü

Won’t Alienate People Prefers to Make Friends

Won’t Look for New Accounts Little in the Way of Selling Skills

Will Make Friends Everywhere % of Traits 50%

Will Follow Up Often ü

% of Traits 50%



COMPATIBILITY WITH YOUR ROLE SPECIFICATION - Section 1Topic Your Requirements Candidate’s Experience

Primary Market · Corporate/Industrial · Corporate/Industrial· Residential

Prospects By Title · Ownership or C level · Ownership or C level

Resistance · No resistance · No resistance· Moderate resistance

Competition · Tremendous Competition · Tremendous Competition

Pricing · We are usually higher · We are usually higher· We are usually competitive

Money · Between $25K and $250K · Between $25K and $250KProduct Sold · Custom engineered solutions · Conceptual servicesSell Cycle · A two to three call close · A two to three call closeCustomer Development · Sold them on a regular basis · Sold them and moved onPriorities · They must hunt · I must huntClosing · Salesperson closes · Salesperson planted seedsPresentations · Present once to the decision maker · Present once to the decision maker



COMPATIBILITY WITH YOUR ROLE SPECIFICATION – Section 2

Topic Your Requirements Candidate’s ExperienceProduct Quality · Top of the line · Middle of the packPressure · High · High

Supervision · Closely Managed · Micro Managed· Closely Managed

Company · Large business · Small to medium sized business· Large business

Compensation · Mostly commission · All commission· Mostly commission

Environment · Rapid growth · Downsizing· Rapid growth

Location · Your location or one staffed by a salesmanager

· Remote or home office with no other staff

Entrepreneurial · Not Have an Entrepreneurial Mindset · Not Have an Entrepreneurial MindsetSelling Methods · Face to Face · At trade shows

Channel · Directly to the Customer / Client · Through someone who sells to our Customer /Client

Decision Factor · Clients who buy what we sell but mustchoose from whom to buy (Why me?)

· Clients who haven't planned to buy what wesell (Why?)

Networking Skills · Sales 2.0/Social Networking · Sales 2.0/Social AND Traditional NetworkingLeads · We provide some - they need to supplement · Company provided some, I supplementedJane is compatible with 68% of your company’s additional criteria for an ideal salesperson. When thepercentage of compatibility is high, the ramp up time is reduced considerably. While compatibility shouldnot be confused with whether Jane will sell, it will impact Jane’s performance.



Sometimes there is some confusion over what you can expect from a salesperson whenit comes to prospecting and making cold calls. The table below should be useful forclarifying those expectations and understanding what this candidate brings to the tablerelative to prospecting for new business.

Prospects Inconsistently Prospects Consistently

Willing toProspect

Likely to Prospect if Needed

(They’ll do it when the pipeline gets thin)

Likely to Prospect Regardless ofCircumstances

(They’ll do it frequently and naturally)

Jane

Unwillingto

Prospect

Unlikely to Prospect Even WhenDirected to Do So

(They disappoint you when held accountable)

Unlikely to Prospect Unless Directedto Do So

(They’ll do it if you hold them accountable)

Can’tProspect

Cannot be Expected to Prospect due to Other Weaknesses(See the paragraphs above this table)



SALES QUOTIENT™

How to Read the Sales Quotient™The Sales Quotient™ is derived from 21 Core Competencies, weighted according to impact onthe selling process. A perfect score of 173 is seldom achieved. It is not an exact science anddepending upon your company’s Role Specification, it’s possible, in certain circumstances, tohave a higher Sales Quotient™ for candidates that are not-recommended versus the SalesQuotient™ for some candidates who are recommended. How to Use the Sales Quotient™: We strongly recommend that you use the Sales Quotient™ asa guideline for ranking RECOMMENDED candidates only. This candidate’s Sales Quotient™ is 154 .



StrengthsThese Strengths Support Sales

WeaknessesThese Weaknesses Can

Neutralize Strengths and Skills• Good Outlook• Takes Responsibility for any Lack of Results

(No Excuses)• Strong Commitment• Strong Desire• Intrinsically (Enjoyment/Recognition)

Motivated• Enjoys Selling• High Money Tolerance• Decision Maker - Supports Closing!• Capable of Upholding Margins• Able to Talk About Money• Supportive Buy Cycle™• Slight Need For Approval• Seldom Becomes Emotionally Involved• Rejection Proof• Good Self Image• Has Closing Urgency• Supportive Record Collection™• Works Independently• Self Starter• Likely To Be Successful Working Remotely

Without Supervision• Makes Cold Calls by Phone• Makes Walk in Cold Calls• Has Meaningful Personal Goals• Very Motivated To Earn More Than His/Her

Current Income• Not Likely to Have Remorse After Accepting

Your Offer• Has an Entrepreneurial Mindset• Has Evangelistic Selling Skills

• Too Trusting of Prospects• No Written Personal Goals• No Plan for Reaching Personal Goals• Has Some Good Empathy to Support

Consultative Selling but an Equal Amount ofBad Empathy Toward Stalls, Put-Offs,Objections and Excuses

Jane has 69% of the possible strengths forwhich we screen, all of the 4 most crucialelements for success and all of the necessary5 major strengths."

Jane has 12% of the possible weaknesses forwhich we screen, none of the 5 majorweaknesses and doesn't lack any of the 4most crucial elements for success.



Skills

Learned SkillsPerformance IssuesLikely Problems the

Candidate Will Experience• Asks For the Business• Good Time and Organizational Ability• Likely to Prospect Regardless of

Circumstances• Will Ask Questions• Gets Prospects to Agree to Make Decisions• Develops Relationships Early in the Process• Consistently Uncovers the Real Budget• Gets to Decision-Makers• Gets Past Gatekeepers• Gets Appointments When Prospecting• Won't Waste Much Time on Unqualified

Prospects

• Likely to be Ineffective With Prospects ThatWish To Comparison Shop

• Making Inappropriately Timed Presentations• Questions Will Be Ineffective• Wastes Time By Not Executing His/Her

Sales Process• Takes Too Many Put Offs• Not Handling People Correctly• Inappropriately Timed Follow Up• Not Getting Referrals• Too Many Inappropriately Timed Quotes or

Proposals

Jane has 48% of the possible skills for whichwe screen.

Jane will likely have 32% of the possibleproblems for which we screen.



Record Collection™

(Self-Limiting Beliefs That Will Influence Outcomes)• It's OK if my prospect shops around• I must educate the prospect• Prospects are honest• Prospects that think it over will eventually buy from meJane has 12% of the possible self-limiting records for which we screen.



Severity of Five Major Weaknesses

This chart depicts the candidate’s severity for the five major weaknesses. When severity exceeds thethreshold at which it impacts performance (click here for details), that bar appears in red.The candidate’s total combined severity is 59.

http://www.objectivemanagement.com/references/WeaknessSeverity.aspx





Combined Severity of the Major Weaknesses

Selling Challenge: Moderate Difficulty

How to Read the Combined Major Weaknesses Chart: The chart above depicts not the number of major weaknesses but rather the combined level of allfive weaknesses. The top bar represents the total severity for this candidate. The actual severityvalue is noted above that bar. The lower 5 bars depict the acceptable range of severity for each ofthe 5 possible difficulty levels. The maximum severity for this position is 160.



LongevityToday, turnover is inevitable and when you consider the unique dynamic of the odds of a salespersonsucceeding, the risk of expensive turnover increases dramatically. It is important for a company to knowits New Salesperson Return on Investment (NSROI). NSROI answers the question of how long a newsalesperson must remain with a company in order for the investment of time and money to produce anacceptable return and for the salesperson to have an impact. When you completed the Role Specification for this assessment you provided the information needed tocalculate the NSROI for this position. The results are shown in the table below. Based on the data you provided relative to Ramp Up, Margin and Subsidy, please review our LongevityPredictions for this candidate.

Default Values This CandidateRamp Up Time 6 Months 4 Months

Break Even 10 Months 7 MonthsNSROI (5X) 2 Yrs 6 Months 1 Yr 10 Months

This candidate's ramp up, break even and NSROI durations are lower than the default values. Our Figure-It-Out Factor™ is ameasure of how quickly a candidate will get through their learning curve. In this case the candidate has a Figure-It-Out Factor™significantly above our expectations for a typical learning curve. This has the effect of shortening the ramp up time as well as thebreak even and NSROI times.

Why is the Longevity Prediction in the Unlikely range? Five factors contribute to our longevity prediction. Each factor supports or detracts from the likelihood thata candidate will stay long enough to make the NSROI timeframe. Below is a description of how each ofthose factors contributes to the overall longevity prediction.

· The candidate's Ramp-Up Skills are significantly outside the range that supports longevity· The Sales Quotient™ is well outside the range that supports longevity· The candidate's years in sales are in the range that supports longevity· Your profile calls for closely managing the salesperson which supports longevity· Your compensation plan mostly supports longevity



Confidence Score

One of the questions that clients sometimes ask is, “Can I trust that this candidate didn’t “fool thetest”? Despite a predictive validity in the 95 percent range, clients often wonder if their candidatefalls into that scary 5% range. Our Confidence Score should help you determine whether you cantrust the honesty and consistency of the candidate’s answers. Each candidate is assigned aconfidence rating of either high (very confident), caution (proceed with caution) or low (littleconfidence), based on how the candidate answered the questions in the assessment. We compiled scores in three separate categories; Self Ratings (positive variance from the norm inthe candidate’s eleven self-ratings), Congruency (candidate’s consistency in answering 11 carefullyselected sets of questions), and Ideal Answers (the percentage of answers that were ideal). Ahigh confidence rating is produced when the candidate has realistic self-ratings, answers questionsconsistently and falls within the normal range of ideal answers.

A high Confidence Score on this candidate indicates that we are very confident in the candidate'sanswers. We ask candidates to self-rate themselves on eleven elements. Jane indicated less need forimprovement than we expect for just two of those elements. Among the assessment questions excluding the 11 self-ratings, we have identified no inconsistentanswers. The testing time for this candidate was less than it takes to simply read each question. Weseriously question the value of the candidate's answers. When asked if there was any reason why the answers may not be accurate the candidateresponded - I answered all questions as instructed.

Eval ID: 231542 PIN:PWNB3QCandidate Email: [email protected]

confidential sales candidate screening - evolution …...confidential sales candidate assessment the...

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