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Step 4 - Assess and Appraise

Last month we walked through the basics for effectively screening applicants using a structured phone screen.  At this stage in the process, there is a ranked list of applicants based on their responses to that phone screen.  The applicants that cannot handle the pressure of a phone call will be identified and eliminated from consideration.  The remaining 3 to 5 candidates handled the call well and appear to have the right mix of observable traits.  Now they must be objectively measured using validated, non-discriminatory assessments.

We have researched and tested many forms of assessments over the past 5 years.  Most assessments claim to clearly identify true sales superstars.  However, it has been our experience that no single assessment can provide an accurate, validated yes/no response for hiring a sales candidate.  What we have found is that a mix of different assessments blended together provides a far clearer and more reliable view of the salesperson’s abilities.  More importantly, this information can be overlaid against the Profile the Sale information for the position.  This direct correlation identifies strengths and gaps in the sales candidate compared to the sales position.

This graphic represents the interaction between 5 different assessments that we use when appraising sales candidates.  The results from these assessments provide a detailed view of the candidate that even an industrial psychologist would have difficulty discerning.  The interaction between these assessments illustrates aspects of the salesperson from natural capacities to preferred communication style.

Aptitudes – All salespeople have different levels of intrinsic talents, or aptitudes, to draw from in their development.  These aptitudes are potential growth areas for the salesperson as they refine their talents into sales skills.  One caveat here is that strong aptitudes are desirable, but certain jobs require a lack of aptitude in some areas to be effective.  An example is a cold calling-intensive position.  Handling Rejection and Self Esteem are important aptitudes for this position.  Strong scores are most desirable for the role.  Conversely, Empathetic Outlook is important only in that it should be low.  Over-empathizing with a cold call will cause a salesperson to shut down due to the high frequency of disinterested, even hostile, reactions from the prospects.

We now come to the critical center section of the graphic.  The area consisting of Sales Skills, Motivations and Rewards is the backbone of successful sales hiring.  These three aspects, when properly aligned for your position, provide the engine that drives optimal sales performance.

Sales Skills – This assessment is the starting point for all successful sales hiring.  The skills that the salesperson possesses today will determine how well they fit the position and how quickly they will ramp to revenue.  Successful selling requires the specific skills used at the proper time to execute a strategy.  This assessment asks candidates to rank responses in 54 different sales scenarios.  This real world approach is the most effective manner for determining what skills the candidate has today.  This report has 6 specific stages that directly correlate to the Aptitudes report.

Motivations – Next to Sales Skills, this is the most important assessment to use on any sales candidate.  The Motivations Report identifies a candidate’s drivers for their Rewards, Sales Skills and Selling Style.  These Motivations are in play at all times, whether they are at work, home, vacation, etc.  This report accurately identifies the prime sales motivation that is found in 72% of the top performing salespeople in any industry.  Obviously, we actively seek this motivation in all sales candidates.

Rewards – Sales Skills are driven by Motivations and reinforced by Rewards.  Rewards consist of cognitive values – specific job aspects that are valued by the salesperson.  One such Reward is Status & Recognition.  A salesperson who values this Reward will crave overt recognition of their successes.  A salesperson will excel when their Skills are aligned with their Motivations and their Rewards are reinforced by the position.

Selling Style – The most noticeable aspect of any candidate’s composition is their Selling Style.  This assessment identifies their preferred communication style.  Selling Styles are the least important aspect of a salesperson’s make up, but it is still the best method for matching salespeople to sales cycles.  Understanding how a salesperson prefers to handle challenges, contacts, consistency and constraints will lead to placing the right style to the job’s requirements.  One thing is certain, there is no single Selling Style that fits all sales positions.  The best approach is to Profile the Sale to identify what style is best suited to the position today.

As you can see, there is much information to pull together when assessing sales candidates.  The Application in Action article this month will explain how to identify specific patterns between the assessments – patterns we call “threads.”  The key in this step is to properly administer objective, EEOC-compliant assessments to see beyond the exterior of the salesperson.  Last month we mentioned that an unexpected, pressure-based phone screen will flush most of the schmoozers.  A few highly-refined schmoozers may get past the phone screen, but they will be exposed by these assessments.  After this step, the wheat will be completely separated from the chaff.  The next step will be the most revealing of entire process.

Next edition – The Initial Interview

Click here for the next article - Assessment Threads

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