Replacing Marginal Sales Rep Reaps Huge Dividens

People Intelligence Business Results

Duane Hodge, MBA

Program Manager

“Human Capital Is Our Biggest Constraint” Ric Elias, CEO Red Ventures

Talent Measurement

You only have one chance to get this right… Find me the best candidate out of this group!”

New Hires / Promotions / Succession Planning

• Introduction

• Consider This

• People Intelligence – Business Results

• The Power of Assessment

• The Scope

• Why Multiples Work Best

• A Recent Success Story

• Universal Competency Framework

• Job Analysis 101

• Integration

• Next Steps

Agenda

Recruitment, Training & Development

Right People, Right Things, Right Time

Consider



A Partner That: • Improves Talent Acquisition and Recruitment • Identifies Highest Potential Existing Employees for Development



Exercise _______________

Increase Sales Performance Objective: Hire the best sales person or develop highest potential employee to increase sales productivity.



Increasing Sales Performance _______________ Return on Investment: • Can you identify your top performers? • What is the average sales persons performance? • How many are under/over performing? • What is the current staff turnover? • What is the average external recruitment costs (per head)? • What is the average internal recruitment cost (per head)? • What is the average training investment (per head)? • What is the average salary? • What is the average time to reach average performance?



Increasing Sales Performance _______________

Other considerations: • What type of sales people do you need? • What motivates your salespeople? • How do you develop your sales team? • How do you manage your sales team?



The Average Performance Factor

% of quota

Revenue

Bill 150 750,000

Jane 130 650,000

Lucy 110 550,000

Alan 95 475,000

Leslie 90 450,000

Andrew 80 400,00

Claire 70 350,000

Mark 65 325,000

Sarah 60 300,000

David 40 200,000

4,450,000

Sales Team Target $5,000,000 10 sales people with sales quota of $500,000 Typical Sales Team Performance Breakdown Average Performance Factor = 89%



Replace Bottom w/Top Producer

% of quota

Revenue

Bill 150 750,000

Sean 150 750,000

Jane 130 650,000

Lucy 110 550,000

Alan 95 475,000

Leslie 90 450,000

Andrew 80 400,00

Claire 70 350,000

Mark 65 325,000

Sarah 60 300,000

5,000,000

Replace bottom performer with a top performer Average Performance Factor is now = 100% Revenue increase of 12.3% Target achieved



Raise Average Performance w/Existing Staff

% of quota

Revenue

Bill 150 750,000

Jane 130 650,000

Lucy 110 550,000

Alan 95 475,000

Leslie 90 450,000

Andrew 89 445,000

Claire 89 445,000

Mark 89 445,000

Sarah 89 445,000

David 89 445,000

5,100,000

Focused development brings low performers up to original average of 89% New average becomes = 102% Revenue increase of 14.6% Target exceeded

People Intelligence, Business Results

• Customized Approach: Every program design is employer driven and completely customized to their specific need.

• Proven results: providing real return on investment for clients across industry sectors

• Scientific expertise: offerings based on more than 30 years of research and development

• Innovation: an unsurpassed record of assessment pioneering and industry firsts.

Clark State’s people intelligence gives clients a clearer understanding of their candidates abilities, behavior and potential, enabling superior people decisions and improved business results. We do this through our:

The Power of Assessment

• For every role or job level, we can give you valuable people intelligence on:

• Work style and behavior – helping you optimize performance, role suitability and safety/reliability

• Cognitive ability – helping you match skills to the right role or development path

• Fit to your culture and values – helping you build an engaged workforce

• Motivation – helping you improve results and employee retention

• Specific work-related skills – identify which candidates will be productive from day one

• Performance and development needs – helping you bridge skills gaps to deliver your organization’s strategy

Proven Results

…. And throughout the Talent Management Life Cycle

Recruitment •Reduce time to hire

Selection •Increase graduation and certification rates

Performance

•Employees more client focused and reliable

Development •Faster adaptation to strategic initiatives

Succession

•Talent identification

Transition •Talent pulled from internal candidate pools

Talent Measurement Scope

Individual Contributor

Entry Level

C-Suite

Supervisor

Skilled Contributor

Manager

Director

VP

CEO

New Hires / Promotions / Succession Planning

1983 1996

2001 1975

1999

1986

1993

1993

1977 2006

2011

Hard Skill Assessments Also Available

• Microsoft Office (Word, Excel, PowerPoint, Outlook)

• Business Skills (Data Entry, Typing, Spelling, Reading, Language

Comprehension, Grammar, Written English, Business Communications

Writing)

• Primary Skills (Basic Arithmetic, Business Math, Filing, Proof Reading)

• Administrative Skills (Office Management, Office Procedures)

• Finance (AP, AR, Financial Accounting, Financial Analysis, Financial

Management, General Accting., Payroll Fundamentals, Money Handling)

• Technical (Database Design and Administration, Internet Development

and Administration, Infrastructure Management, Network and Systems

Administration, Programming Languages and Application Development,

Technical Support)

Validity of Assessment Methods Perfect prediction

Chance prediction 0

1.0

Personality questionnaires

Multi-Method Assessments

Ability tests

Biodata

Graphology / astrology

References

Competency based interviews

Traditional interviews

Multi-Method Assessments

The use of multiple assessment

Methods provides the most predictive

Means of assessing potential fit to role

“Attributes of the individual that are important for effective performance in a role, that can be measured through assessments.”

Universal Competency Framework

Program Development Services

Training program design and implementation

• Customized assessments and job matching

• Customized employer driven program design

• Clear and effective training materials (books, slides, video)

Pre/Post Hire Training

• High Touch Case Management

• Certified industry experienced instructors and trainers

• Train-the-trainer component builds internal training capacity

• OJT program design and implementation

Ongoing Support and Service

• Indaba online training content

• Individual and group coaching

• Dedicated account manager and success team

Psychometric Services: Job Analysis

Understanding the Job

• Conduct best practices job analysis process

• Identify potential solution and interview content

• Document transportability of criterion-related validity for legal defensibility

Select Components From Library of Validation Content

• Test A

• Test B

• Test C

• ?

• Interview

Incorporate into Client Selection

Process

Designed to support Business Outcomes

Implementation Services: Integration

ATS

Job Posted

Applicant

Applies

Build

Vacancy

Min. Qual.

Questions Qualified? Follow up Interview

Job

Offer

Assessment

Job

Posting

Job Summary

& Applicant

Reports

Career

Site

Implementation Resources

Onboarding and Implementation

Primary

Case

Manager

Secondary

Program

Development Manager

Program Management

Primary

Program Development

Manager

Secondary

Instructors

Course Facilitators

Candidate Administrator

Support

Primary

Customer Success Manager

Secondary

Program Development

Manager

Testing Approach Options

Off-the-Shelf

Standardized

Services

Premier Services

Ret

urn

on

Inve

stm

en

t

Cost

SHL Sales Representative Assessment (SRA)

• SRA is one of the most widely used sales predictor in the world

• It delivers a clear, simple framework for understanding the skill and competencies for sales representatives at work

• It is internationally recognized for accurate assessment

• Over 90 independent validation studies, over 25 years, across 20 countries, 30 languages and 40 industries

• Measures 32 work styles or attributes – ‘how’ respondents behave in the workplace

• Approximately 25 minutes to complete (not timed)

• National and international norm groups (“benchmarks”)

• Professional, job-relevant appearance – “it looks right”

• Stable on large scales (Great 8) – yet highly individual results

• 18 months – 2 years lifespan for results

Potential Next Steps - Investigation

• Your Goals and Objective – Pain Points/Wish List/Priorities

• Review All Job Descriptions – Identify all relevant positions

• Establish acceptable method for information exchange

• Issue Preliminary Executive Overview of Current State

• Red Ventures response to Current State

• Final Recommendation Report Issues by Clark State

– Future State

– Want-Got-Gap Analysis (Current vs Future State)

– Detailed Program Outline

– Implementation/Execution Plan

– Final Discussion – “Go or No-Go”

Questions??????

Duane Hodge, MBA, CPP

Director

Workforce Development, Sales and Outreach

614.580.7159 (C)

[email protected]

Replacing Marginal Sales Rep Reaps Huge Dividens

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