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How To Select A Sales Force That Can Sell

     Presented By:
     Peter Gilbert CEO HR Chally SA




1
Who Is Chally?


    A Global, Sales Force Potential and Performance Measurement Firm
    Utilizing our Industry Leading:




    To ensure our clients have the vital information/analysis to minimize risk associated with
    making critical talent management decisions related to:

    • Selecting and developing the right people     • Performance Management
    • Increasing productivity                       • Managing succession

2
Telephone Selling


    A Personal Epiphany




3
Jordan Belfort




4
Business Processes Receive A Great Deal Of Attention




            •   Logistics & Supply Chain
            •   Finance
            •   Procurement
            •   Manufacturing
            •   Airline safely
            •   Mars Landing




5
Defect Level 3,4ppm




6
Defect Level 3,2 ppm




7
In Sales We Routinely Do Things Badly




• 25,1% attrition rate

• Less than 50% of reps make quota

• 71% of new hires take at least 6 months to ramp up

• 20% of sellers bring in 62% of the revenue

• 25% do not generate enough profit to cover their
  expenses

• Forecasts accurate +- 50%

• % Deals won less than 20%


8
Planned Agenda


              A brief history of sales and some thoughts on the
    Part 1.   future.
              What is your Go-To-Market sales strategy, and
    Part 2.   what kind of salespeople will it require?
              A model for understanding different types of
    Part 3.   salespeople.
              The elements of an effective recruitment
              process:-

              •   Background & reference checks 30%

    Part 4.   •   Structured scorable interview   30%

              •   Criterion validated assessment 30%

              •   Judgement & gut feel            10%


    Part 5.   The cost of poor hiring
    Part 6.   Developing a recruitment strategy



9
The Problem




      Post-recession markets have changed the game permanently:

          •   Product quality (all serious competitors have the same)
          •   Cost (Supply chain management and Global sourcing level the playing field)
          •    The internet has switched the information advantage to the customer
          •   Innovation is short lived
          •   Untrained sales managers are struggling and failing
          •   Manipulative sales techniques no longer work
          •   Sales training has not evolved
          •   Buyers have become better buying than sellers have at selling
          •   BUT sales recruitment is no better than it was 50 years ago!!!




10
The Challenge




        – Traditional Field or “Route” sales is going to disappear
        – Traditional field salespeople will transition to telesales for roles
          such as account management
        – Higher end salespeople will need a sophisticated understanding of
          their customers and markets PLUS the new sales skills as out-
          sourced managers for their customers
        – Sales will evolve to a professional level status with degree/diploma
          qualification (providing the base business savvy and sales
          skills, as well as the appropriate academic background)




11
11
The World Of Sales Is Changing




          “It is not the strongest species that survive, nor the most intelligent, but on
          who are the most responsive to change.”
          Charles Darwin

12
The Evolution Of Sales




                  From snake oil peddler to value creator




13                                                          13
The Joys Of Being A Salesperson




              Sometimes it’s a bit like being a fire hydrant at a dog show!



14
What Is The Purpose Of A Sales Force?




                      These people are all trying to sell you something!


15
What is the purpose of a sales force?
     Some common answers.




          •   To sell our products
          •   To generate revenues
          •   To build relationships with customers
          •   To communicate with customers about our products and services
          •   To differentiate our offering
          •   To add value to our customers
          •   To partner with our customers
          •   To be the interface between our company and our customers


          THESE ANSWERS ARE ALL CORRECT.
          BUT NOT VERY INSIGHTFUL!!!



16
A better definition


These eminent authorities agree that most sales is no longer about selling your wares. It is
about making customers successful.



        Gerhard Gschwandner             Neil Rackham                 Philip Kotler
        Owner Selling Power            Professor/Author          Professor/Author




17
Strategy Drives Everything


If you have no sales strategy, you have no clear idea of who your real customers are, what
kind of salesperson they are most likely to respond to, and which type of salesperson is most
likely to succeed in your business. No wonder a few salespeople deliver most of your
revenues. For you, successful recruitment is a purely random event.




 Many executives should be ashamed of their sales forces!!!
18
What is a Go-To-Market sales strategy?




         “A Go-To-Market sales strategy (GTMss) is a
         purposeful and defined strategy to serve
         customers, win market share at acceptable margins
         and outperform the competition”




19
Another Definition


                     Go-To-Market Sales Strategy



             A game plan for reaching the right customers in the right markets,
             through the right channels, with the right products and the right
             value proposition.

             The purpose of a Go-To-Market sales strategy is to create a
             powerful, winning total customer experience that will:
             • Attract, win and retain the most desirable customers,
             • While driving high sales and market share growth,
             • At the lowest possible cost.




20
The GTMss Sales Model



                                                          Infrastructure                                            

             Efficiency                                                                        Customer Co-Management
                                                               Value

                     Price/Performance                                                  New Source Of Wealth
                                                           Relationship

                            Transaction Based                                           Partner Based
                                                     Marketing & Messages

                                  Requirements Fit                                   Vision Fit
                                                     Customer Engagement

                                           Make the List            Make the Rules

                                           Make the Sale            Make the Standard


                                    Solution Fit                                 Business Fit

                             Trust Based                                                Political Based


                     Process Performance                                                Business Improvement


            Effectiveness                                                                                 Decisive Force


                                                                                                                     
21
When you have no GTMss



          You will be confused
          REMEMBER!!!
          It is better to be wrong than to be confused!!!




22                            These people are both!
Products Move Through a “Sales” Life Cycle




23
The Salesperson Who Fit the Life Cycle



                            Stage 2                                      Stage 3
                 TOUCH      Turnkey Buyers with                        Relationships
                            Consultive Support                        Service Driven
                   H
                   I
                   G
                   H


                P URCHASE
               COMPLEXITY
                            Stage 1                                       Stage 4
                            Early Adopters                              Commodity
                   H                                                    Price Driven
                   I
                   G
                   H

                 TOUCH



                                             C USTOMER E XPERIENCE

                                                                               TECH
                              TECH




                                     LOW                WITH           LOW
                                                  P RODUCT/S ERVICE

24
Different Quadrants Require Different Approaches




25
Building An Effective Recruitment System Requires
     Answers To Questions




       •   What am I selling---product, service, commodity, solution, strategic value, partnership?
       •   What is my value proposition?
       •   To whom am I selling---user, operational manager, expert, executive, procurement?
       •   What type of salesperson will the buyer respond to best?
       •   As a sales organisation, what do we need to succeed?
       •   What recruitment tools should I use?
       •   Where do I look for these salespeople?
       •   How do I build a talent pipeline?




26
Many Recruitment Tools Do Not Work!!




                        Hiring success rates aren’t much better
                                    than a coin toss*
           Selection Method     Improvement Over “Chance”
         Typical Interview                           1% increase
         Personality Tests                           1% increase
         Experience                                  5% increase
         Scorable Interview                          7% increase
                    * “International Personnel Management Association, Feb. 1999”

                           Proven accuracy of Chally assessment
                               25% to 30% better than chance




27
An Effective Selection System Should Include…




28
Talent screening and assessment process



        Position        Applicant Pool         Criterion    Qualified          Manager
                                               Validated   Candidates         Interview
      Selection Needs   Pre-Screen & Screen
                        Interview             Assessment
                                                           Recommended or
      Qualifications              A                         Recommended
            &                                               with Concerns
       Experience
                                                               A
                                  B
                                                                             Assessment
        Validated                                                               Report
                                                                   A
         Profile                  C                            C                 and
                                                                              Interview
                                                                                Guide
                                  D                            D
        Predictive                                                 C
          Skills
           and
        Behaviours                E



                                  F


29
                                                                        29
Chally’s Solutions




30
• Dayton, Ohio based with 37+ years of Research and Development experience
     • Founded through a Grant from U.S. Justice Department in partnership with a network
       of Universities
     • Purpose - to develop a predictive assessment to improve the selection of Law
       Enforcement Officers to minimise impact of the pending EEOC law
     • Terms of the Grant outlined that Chally could build a business around the assessment
31     and we decided to focus on helping clients select more productive salespeople
• The core assessment initially focused on personality and motivation
     • However we quickly discovered, via research conducted with our clients, that just
       because you are extroverted, assertive and competitive,
                              It doesn’t mean you can sell!

32          It just means you are extroverted, assertive and competitive!
Targeted Marketing
     Credit Ratings                      based on buying
                                             patterns




                                                              Life Insurance




                                             Casinos
     Short term
      insurance




• We decided to re-tool the assessment and leverage the predictive capabilities of the
  Insurance Industry which utilizes actuarial sciences
• Actuaries are experts in evaluating the probability of future events—using numbers, not
  crystal balls to design creative ways to reduce the likelihood of undesirable events
• It takes a combination of strong analytical skills, business knowledge, and understanding of
  human behaviour to manage today's complex risks facing our society
33
Qualifies with Standard Probes

                        Negotiates                   Makes Presentations




• The Actuaries said to throw out the “Personality” theory and to research salespeople to
  determine what they actually do (skill) versus how they behave (personality) to achieve
  outcomes
• Our Research found that successful performers Negotiate, Qualify, Close, Probe etc.
• We studied large groups, had them take the “re-tooled” assessment with Non Face-Valid
   questions and applied an actuarial approach to measuring/predicting likelihood of
34 successful performance
• Clients often ask us what non face-valid assessment questions like the ones above
       have to do with selling and specifically negotiation and closing
     • In reality—nothing. It is not the question but the responses to a series of
       questions, compared to a huge database that actually predict someone's potential
     • To put into perspective, let’s look at the process an insurance company would use to
       establish the rate/premium of car insurance for newly driving teenager
35
Process the Insurance Industry would apply via Actuarial Science to
                              establish Rates/Premiums




•    In reality—none of the data points above actually have any thing to do with driving
•    Yet, collectively and over large samples, they predict likelihood of an accident and influence rates
•    This is the same for the assessment - To establish predictability of a competency such as
     negotiation
•    We administered the assessment to large groups of people that were researched to be either
     above average, average or below average in negotiating
•    If we found a high correlation (similarity) in how above average negotiators responded to the
     assessment, a high correlation (yet difference in responses from above average group) in how below average
     negotiators responded, and we could repeat it with similar results—we then had an effective
36   predictor for negotiations.
Qualifies with Standard
             Probes                                         Makes Presentations
                                                                                                     Problem Solving
                                          Negotiates




                                                                           Develops Sales Leads



       Closes Through
     Logical, Incremental                              Maximizes Results                          Develops Technical
                                Promotes Growth
             Steps                                                                                  Competence
                               Through Innovation




      • As we continued to work with clients, we uncovered many different
        competencies/skills/behaviours
      • Currently, we have an unparalleled database of 140+ validated competencies based
        on scientific research
      • Spend 45 minutes answering 288 questions; we collect 866 points of data and
        predict the performance of a person, team or organisation on over 140+ validated
37
        competencies
CHALLY CUSTOMERS
WIN MORE DEALS!

An independent research
firm confirmed that
customers who use Chally’s
better science approach
have higher win rates!




38
Why Benchmarking and Traditional Competency
     Modeling Can Fail

     2009 Listing of World’s Top 10 Golfers




39
Traditional Methods Don’t Always Work!


 Would results like this get you excited
 about selecting this person?

 These were Tiger Woods’s results when he was #1 Golfer
 in World!

     #93 in driving accuracy        #68 in ball proximity to hole
     #38 in driving distance        #9 in scrambling
     #71 in greens in regulation    #38 in putts per round




     • These “competencies” do not predict – scores do!
     • What makes Tiger different is he didn’t make fatal errors!! Emphasis on didn’t!!
     • How few bogeys, double bogeys, or worse they don’t get...round after round after
       round
40
False Predictors in a Sales Position




      Job Competency model that was not working successfully for Fortune 500 company that was developed by Global HR Consulting Firm


41
Outbound Telesales Predictive Skills




        • MAKES PERSUASIVE PRESENTATIONS

        • NEW BUSINESS DEVELOPMENT

        • ENDURANCE

        • ANSWERS OBJECTIONS BY REINFORCING STANDARD FEATURES/BENEFITS

        • DEVELOPS RELEVANT PRODUCT KNOWLEDGE SPECIFIC TO CUSTOMER NEEDS

        • COMMITS TIME AND EFFORT TO ENSURE SUCCESS




42
Inbound Telesales Predictive Skills




       • IMAGE BUILDING

       • PROBLEM-SOLVING

       • IDENTIFYING CUSTOMER NEEDS

       • MAXIMIZE RESULTS BY MAKING CUSTOMER SATISFACTION A PRIORITY

       • MAKE PROFITABLE RECOMMENDATIONS IN A CONTRIBUTOR ROLE




43
Customer Service Predictive Skills




           • WILLINGNESS TO SERVE ALL TYPES OF CUSTOMERS

           • USE CUSTOMER CONTACT TO BUILD BUSINESS

           • MAXIMIZE RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE

           • DRIVEN TO PRODUCE BY CREATING AN ENJOYABLE CUSTOMER EXPERIENCE

           • PRACTICAL INTELLIGENCE




44
If Ready to Utilize the Assessment as
     Part of Selection/Development Process




Assessment Applications…




45
Selection
                                                            Selection Report with Hiring
                                                            Recommendation (optional
                                                            accompanying interview guide)




     Measure a candidate or incumbent against key profiles to measure potential to successfully
                                        perform role(s)

46
Sample

 Manager Assessment Report



     Describes the candidate’s candor
       in responding to questions



Bottom-Line Recommendation
 Recommended
 Recommended if concerns
  addressed can be resolved
 Not recommended



          The Position’s Job Skills




47
Sample



        Definition of skill and graphic
        rating of level of competence




      Prediction of typical on-the-
     job behaviors and limitations




     Practical coaching tips for
     training and development




48
Sample




           Motivation or habit that
      is very evident in the candidate
                  (+70% or
          -30%)Suggestionsto other
                compared for a manager to
     successfully employed individuals the
                best focus and motivate
                          candidate




49
What Our Clients Say About Chally


     •    Predictive and accurate data
     •    Customizable to specific job requirements
     •    Objective findings and analyses
     •    Provides access to an extensive database and research
     •    Helps reduce costly employee turnover ≥ 30%
     •    Helps improve employee productivity ≥ 35%
     •    EEOC-compliant - reduces legal exposure
     •    Data has long-term value


         Chally’s extraordinary science, applied to measures of Sales Force
                performance, enables our customers to realize greater
                             productivity and profitability.

50
Q&A
       Peter Gilbert
     CEO HR Chally SA
PO Box 3070 Dainfern 2055
    Cell: 0825521306
   peter@challysa.co.za
     www.chally.com

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How To select A Sales Force That Can Sell

  • 1. How To Select A Sales Force That Can Sell Presented By: Peter Gilbert CEO HR Chally SA 1
  • 2. Who Is Chally? A Global, Sales Force Potential and Performance Measurement Firm Utilizing our Industry Leading: To ensure our clients have the vital information/analysis to minimize risk associated with making critical talent management decisions related to: • Selecting and developing the right people • Performance Management • Increasing productivity • Managing succession 2
  • 3. Telephone Selling A Personal Epiphany 3
  • 5. Business Processes Receive A Great Deal Of Attention • Logistics & Supply Chain • Finance • Procurement • Manufacturing • Airline safely • Mars Landing 5
  • 8. In Sales We Routinely Do Things Badly • 25,1% attrition rate • Less than 50% of reps make quota • 71% of new hires take at least 6 months to ramp up • 20% of sellers bring in 62% of the revenue • 25% do not generate enough profit to cover their expenses • Forecasts accurate +- 50% • % Deals won less than 20% 8
  • 9. Planned Agenda A brief history of sales and some thoughts on the Part 1. future. What is your Go-To-Market sales strategy, and Part 2. what kind of salespeople will it require? A model for understanding different types of Part 3. salespeople. The elements of an effective recruitment process:- • Background & reference checks 30% Part 4. • Structured scorable interview 30% • Criterion validated assessment 30% • Judgement & gut feel 10% Part 5. The cost of poor hiring Part 6. Developing a recruitment strategy 9
  • 10. The Problem Post-recession markets have changed the game permanently: • Product quality (all serious competitors have the same) • Cost (Supply chain management and Global sourcing level the playing field) • The internet has switched the information advantage to the customer • Innovation is short lived • Untrained sales managers are struggling and failing • Manipulative sales techniques no longer work • Sales training has not evolved • Buyers have become better buying than sellers have at selling • BUT sales recruitment is no better than it was 50 years ago!!! 10
  • 11. The Challenge – Traditional Field or “Route” sales is going to disappear – Traditional field salespeople will transition to telesales for roles such as account management – Higher end salespeople will need a sophisticated understanding of their customers and markets PLUS the new sales skills as out- sourced managers for their customers – Sales will evolve to a professional level status with degree/diploma qualification (providing the base business savvy and sales skills, as well as the appropriate academic background) 11 11
  • 12. The World Of Sales Is Changing “It is not the strongest species that survive, nor the most intelligent, but on who are the most responsive to change.” Charles Darwin 12
  • 13. The Evolution Of Sales From snake oil peddler to value creator 13 13
  • 14. The Joys Of Being A Salesperson Sometimes it’s a bit like being a fire hydrant at a dog show! 14
  • 15. What Is The Purpose Of A Sales Force? These people are all trying to sell you something! 15
  • 16. What is the purpose of a sales force? Some common answers. • To sell our products • To generate revenues • To build relationships with customers • To communicate with customers about our products and services • To differentiate our offering • To add value to our customers • To partner with our customers • To be the interface between our company and our customers THESE ANSWERS ARE ALL CORRECT. BUT NOT VERY INSIGHTFUL!!! 16
  • 17. A better definition These eminent authorities agree that most sales is no longer about selling your wares. It is about making customers successful. Gerhard Gschwandner Neil Rackham Philip Kotler Owner Selling Power Professor/Author Professor/Author 17
  • 18. Strategy Drives Everything If you have no sales strategy, you have no clear idea of who your real customers are, what kind of salesperson they are most likely to respond to, and which type of salesperson is most likely to succeed in your business. No wonder a few salespeople deliver most of your revenues. For you, successful recruitment is a purely random event. Many executives should be ashamed of their sales forces!!! 18
  • 19. What is a Go-To-Market sales strategy? “A Go-To-Market sales strategy (GTMss) is a purposeful and defined strategy to serve customers, win market share at acceptable margins and outperform the competition” 19
  • 20. Another Definition Go-To-Market Sales Strategy A game plan for reaching the right customers in the right markets, through the right channels, with the right products and the right value proposition. The purpose of a Go-To-Market sales strategy is to create a powerful, winning total customer experience that will: • Attract, win and retain the most desirable customers, • While driving high sales and market share growth, • At the lowest possible cost. 20
  • 21. The GTMss Sales Model  Infrastructure  Efficiency Customer Co-Management Value Price/Performance New Source Of Wealth Relationship Transaction Based Partner Based Marketing & Messages Requirements Fit Vision Fit Customer Engagement Make the List Make the Rules Make the Sale Make the Standard Solution Fit Business Fit Trust Based Political Based Process Performance Business Improvement Effectiveness Decisive Force   21
  • 22. When you have no GTMss You will be confused REMEMBER!!! It is better to be wrong than to be confused!!! 22 These people are both!
  • 23. Products Move Through a “Sales” Life Cycle 23
  • 24. The Salesperson Who Fit the Life Cycle Stage 2 Stage 3 TOUCH Turnkey Buyers with Relationships Consultive Support Service Driven H I G H P URCHASE COMPLEXITY Stage 1 Stage 4 Early Adopters Commodity H Price Driven I G H TOUCH C USTOMER E XPERIENCE TECH TECH LOW WITH LOW P RODUCT/S ERVICE 24
  • 25. Different Quadrants Require Different Approaches 25
  • 26. Building An Effective Recruitment System Requires Answers To Questions • What am I selling---product, service, commodity, solution, strategic value, partnership? • What is my value proposition? • To whom am I selling---user, operational manager, expert, executive, procurement? • What type of salesperson will the buyer respond to best? • As a sales organisation, what do we need to succeed? • What recruitment tools should I use? • Where do I look for these salespeople? • How do I build a talent pipeline? 26
  • 27. Many Recruitment Tools Do Not Work!! Hiring success rates aren’t much better than a coin toss* Selection Method Improvement Over “Chance” Typical Interview 1% increase Personality Tests 1% increase Experience 5% increase Scorable Interview 7% increase * “International Personnel Management Association, Feb. 1999” Proven accuracy of Chally assessment 25% to 30% better than chance 27
  • 28. An Effective Selection System Should Include… 28
  • 29. Talent screening and assessment process Position Applicant Pool Criterion Qualified Manager Validated Candidates Interview Selection Needs Pre-Screen & Screen Interview Assessment Recommended or Qualifications A Recommended & with Concerns Experience A B Assessment Validated Report A Profile C C and Interview Guide D D Predictive C Skills and Behaviours E F 29 29
  • 31. • Dayton, Ohio based with 37+ years of Research and Development experience • Founded through a Grant from U.S. Justice Department in partnership with a network of Universities • Purpose - to develop a predictive assessment to improve the selection of Law Enforcement Officers to minimise impact of the pending EEOC law • Terms of the Grant outlined that Chally could build a business around the assessment 31 and we decided to focus on helping clients select more productive salespeople
  • 32. • The core assessment initially focused on personality and motivation • However we quickly discovered, via research conducted with our clients, that just because you are extroverted, assertive and competitive, It doesn’t mean you can sell! 32 It just means you are extroverted, assertive and competitive!
  • 33. Targeted Marketing Credit Ratings based on buying patterns Life Insurance Casinos Short term insurance • We decided to re-tool the assessment and leverage the predictive capabilities of the Insurance Industry which utilizes actuarial sciences • Actuaries are experts in evaluating the probability of future events—using numbers, not crystal balls to design creative ways to reduce the likelihood of undesirable events • It takes a combination of strong analytical skills, business knowledge, and understanding of human behaviour to manage today's complex risks facing our society 33
  • 34. Qualifies with Standard Probes Negotiates Makes Presentations • The Actuaries said to throw out the “Personality” theory and to research salespeople to determine what they actually do (skill) versus how they behave (personality) to achieve outcomes • Our Research found that successful performers Negotiate, Qualify, Close, Probe etc. • We studied large groups, had them take the “re-tooled” assessment with Non Face-Valid questions and applied an actuarial approach to measuring/predicting likelihood of 34 successful performance
  • 35. • Clients often ask us what non face-valid assessment questions like the ones above have to do with selling and specifically negotiation and closing • In reality—nothing. It is not the question but the responses to a series of questions, compared to a huge database that actually predict someone's potential • To put into perspective, let’s look at the process an insurance company would use to establish the rate/premium of car insurance for newly driving teenager 35
  • 36. Process the Insurance Industry would apply via Actuarial Science to establish Rates/Premiums • In reality—none of the data points above actually have any thing to do with driving • Yet, collectively and over large samples, they predict likelihood of an accident and influence rates • This is the same for the assessment - To establish predictability of a competency such as negotiation • We administered the assessment to large groups of people that were researched to be either above average, average or below average in negotiating • If we found a high correlation (similarity) in how above average negotiators responded to the assessment, a high correlation (yet difference in responses from above average group) in how below average negotiators responded, and we could repeat it with similar results—we then had an effective 36 predictor for negotiations.
  • 37. Qualifies with Standard Probes Makes Presentations Problem Solving Negotiates Develops Sales Leads Closes Through Logical, Incremental Maximizes Results Develops Technical Promotes Growth Steps Competence Through Innovation • As we continued to work with clients, we uncovered many different competencies/skills/behaviours • Currently, we have an unparalleled database of 140+ validated competencies based on scientific research • Spend 45 minutes answering 288 questions; we collect 866 points of data and predict the performance of a person, team or organisation on over 140+ validated 37 competencies
  • 38. CHALLY CUSTOMERS WIN MORE DEALS! An independent research firm confirmed that customers who use Chally’s better science approach have higher win rates! 38
  • 39. Why Benchmarking and Traditional Competency Modeling Can Fail 2009 Listing of World’s Top 10 Golfers 39
  • 40. Traditional Methods Don’t Always Work! Would results like this get you excited about selecting this person? These were Tiger Woods’s results when he was #1 Golfer in World! #93 in driving accuracy #68 in ball proximity to hole #38 in driving distance #9 in scrambling #71 in greens in regulation #38 in putts per round • These “competencies” do not predict – scores do! • What makes Tiger different is he didn’t make fatal errors!! Emphasis on didn’t!! • How few bogeys, double bogeys, or worse they don’t get...round after round after round 40
  • 41. False Predictors in a Sales Position Job Competency model that was not working successfully for Fortune 500 company that was developed by Global HR Consulting Firm 41
  • 42. Outbound Telesales Predictive Skills • MAKES PERSUASIVE PRESENTATIONS • NEW BUSINESS DEVELOPMENT • ENDURANCE • ANSWERS OBJECTIONS BY REINFORCING STANDARD FEATURES/BENEFITS • DEVELOPS RELEVANT PRODUCT KNOWLEDGE SPECIFIC TO CUSTOMER NEEDS • COMMITS TIME AND EFFORT TO ENSURE SUCCESS 42
  • 43. Inbound Telesales Predictive Skills • IMAGE BUILDING • PROBLEM-SOLVING • IDENTIFYING CUSTOMER NEEDS • MAXIMIZE RESULTS BY MAKING CUSTOMER SATISFACTION A PRIORITY • MAKE PROFITABLE RECOMMENDATIONS IN A CONTRIBUTOR ROLE 43
  • 44. Customer Service Predictive Skills • WILLINGNESS TO SERVE ALL TYPES OF CUSTOMERS • USE CUSTOMER CONTACT TO BUILD BUSINESS • MAXIMIZE RESULTS BY PARTNERING AS A CUSTOMER ADVOCATE • DRIVEN TO PRODUCE BY CREATING AN ENJOYABLE CUSTOMER EXPERIENCE • PRACTICAL INTELLIGENCE 44
  • 45. If Ready to Utilize the Assessment as Part of Selection/Development Process Assessment Applications… 45
  • 46. Selection Selection Report with Hiring Recommendation (optional accompanying interview guide) Measure a candidate or incumbent against key profiles to measure potential to successfully perform role(s) 46
  • 47. Sample Manager Assessment Report Describes the candidate’s candor in responding to questions Bottom-Line Recommendation  Recommended  Recommended if concerns addressed can be resolved  Not recommended The Position’s Job Skills 47
  • 48. Sample Definition of skill and graphic rating of level of competence Prediction of typical on-the- job behaviors and limitations Practical coaching tips for training and development 48
  • 49. Sample Motivation or habit that is very evident in the candidate (+70% or -30%)Suggestionsto other compared for a manager to successfully employed individuals the best focus and motivate candidate 49
  • 50. What Our Clients Say About Chally • Predictive and accurate data • Customizable to specific job requirements • Objective findings and analyses • Provides access to an extensive database and research • Helps reduce costly employee turnover ≥ 30% • Helps improve employee productivity ≥ 35% • EEOC-compliant - reduces legal exposure • Data has long-term value Chally’s extraordinary science, applied to measures of Sales Force performance, enables our customers to realize greater productivity and profitability. 50
  • 51. Q&A Peter Gilbert CEO HR Chally SA PO Box 3070 Dainfern 2055 Cell: 0825521306 peter@challysa.co.za www.chally.com