Spt sales ventas by Headhunters

Candidato Ejemplo 03 Sep 2013

DECISION MAKER

GENERAL SALES SELECTION REPORT SOLUTIONS SELECTION

Decision Maker | General Sales Selection Report

GUIDE TO USING THIS REPORT INTRODUCTION The sales function is the lifeblood of most organisations. It can exponentially grow revenue and cement a business’ success. Studies have consistently shown that the calibre of the sales force is directly related to sales success and organisational growth. Fortunately, sales effectiveness is a skill that can be identified and developed. The sales questionnaire assesses a range of personality and motivational characteristics that represent a tendency towards effective sales behaviour. This report uses Candidato’s profile results to investigate the likelihood he may exhibit certain types of sales related behaviour. The report is intended as a tool to inform and support selection decisions, it can be used as a starting point to facilitate behavioural interviews and help elicit evidence of Candidato’s sales competence based on the dimensions used in this report.

REPORT SECTIONS The "Selection" report presents Candidato’s profile results in the following sections: Sales Process Overview Provides a summary of Candidato’s results against the sales process. This section also highlights Candidato’s potential strengths and areas of potential risk within the sales process phases. Behavioural Interview Guide Provides more detailed information regarding Candidato’s performance on each of the profile’s dimensions. The section also provides interview questions which can be used to probe his tendency to exhibit effective sales behaviour and to form a better understanding of the potential risks and whether they pose a real risk. Sales Culture Fit Overview Provides a summary of Candidato’s fit to different types of roles or work environments.

SUPPLEMENTARY REPORTS The information gained from this report can be used in conjunction with other supplementary reports. The supplementary reports available for the General Sales Profile are: Development Report The "Development" report provides an overview of Candidato’s sales results. The report also provides development recommendations and a framework for creating a development plan. Respondent Feedback Report The "Feedback" report is intended for sharing directly with respondents. It is similar to the "Development" report, though does not provide dimension scores or a framework for development.

WAIVER The General Sales Profile is only an indicator. Therefore, it is recommended that decisions on recruitment, promotion, career guidance and development are made in conjunction with other relevant information and not solely on the information in this report. The authors and distributors accept no responsibility for decisions made using this tool and cannot be held directly or indirectly liable for the consequences of those decisions.

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Decision Maker | General Sales Selection Report

CONTEXT The profile arises from a personality questionnaire. It must be interpreted in the context of other relevant factors such as experience, training, and wider skills. For example, Candidato’s past performance can be assessed through a critical review of references, his work history and previous qualifications, and via a structured interview. His level of job specific knowledge can be assessed via the use of work sample tests and simulations, and behavioural interviews. Finally, his skills can be assessed in greater detail through behavioural observation, role-plays and assessment centre exercises. The profile should also be considered in light of the organisation’s sales process and culture.

DIMENSIONS The behaviours/dimensions used in the questionnaire are derived from a typical sales process framework. This particular model was selected to provide a clear picture of respondents’ capabilities within a framework familiar to most sales professionals and trainers. SALES PROCESS PHASES Building Contacts (Prospecting)

Investigates the individual’s ability to build contacts. It includes the following dimensions:  Looks for opportunities - The ability to seek opportunities and take advantage of them.  Outgoing and engages others - The ability to approach others and initiate contact in order to build a network of sales contacts and leads.  Builds close personal relationships - The ability to build close personal relationships with clients.

Needs Assessment (Qualifying)

Investigates the individual’s ability to assess customer needs. It includes the following dimensions:  Seeks to understand needs - The ability to be attentive to the needs of his clients when qualifying leads.  Seeks to find value - The ability to create value by linking clients’ needs to relevant products and services.  Qualifies opportunities - The ability to categorise leads according to practical sales outcomes and identify when to disqualify leads which are not likely to yield results.

Style and Presentation (Pitching)

Investigates the individual’s ability to present ideas and concepts to others. It includes the following dimensions:  Social presence - The ability to gain and hold the attention of others.  Persuasive - The ability to be a persuasive speaker and convincing others of his point of view.  Adaptive and conforming - The ability to adapt his selling style to closely fit the sales situation and buyer expectations.

Negotiation (Closing)

Investigates the individual’s ability to negotiate with customers and close sales. It includes the following dimensions:  Assertive - The ability to move sales situations forward without being aggressive or coercive.  Conflict handling - The ability to deal with customer objections in a professional and constructive manner.  Diligent and persevering - The ability to pursue a sale until all avenues have been explored and exhausted.

Follow-up (Supporting) Investigates the individual’s ability to follow-up on the sale after closure. It includes the following dimensions:  Service and support - The ability to show dedication to customer satisfaction and provide after-sales support to customers.  Process oriented - The ability to work with sales processes and procedures, complete sales related paperwork and track sales results.  Stress management - The ability to overcome difficulties and face challenges with confidence and optimism.

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Decision Maker | General Sales Selection Report In addition to describing Candidato’s likelihood to perform against the sales process model, the report also provides insights into the types of roles or environments he is more likely to be comfortable working in. SALES CULTURE CONDITIONS Roles which require salespeople to work under pressure Roles which require salespeople to exercise diplomacy Roles which require salespeople to address the public and give presentations Roles which require salespeople to work with each other Roles which require salespeople to work in a competitive environment Roles which require salespeople to work long hours Roles which require salespeople to maintain high standards Roles which require salespeople to be able to work under constantly changing conditions Roles which provide salespeople with financial rewards and incentives

RESULTS SCALE A reference group is used to evaluate Candidato’s results and determine his tendency to exhibit effective sales behaviours in the workplace compared to others. His results are presented as standardised scores on a scale of 1 to 10. The following chart represents a distribution of individuals on a particular scale, where high scores represent greater tendency to behave in a particular manner and low scores represent a reduced likelihood of behaving in a particular manner. An overall level ranging from a "Low" to a "High" tendency is provided to help highlight areas of concern.

Scores (1-2)

Scores (3-4)

Scores (5-6)

Scores (7-8)

Scores (9-10)

Low

Moderate-Low

Moderate

Moderate-High

High

REFERENCE GROUPS USED Personality Dimensions:

2168 Working Age Adults

RESPONSE STYLE The pattern of responses Candidato obtained on the assessment indicates that he is fairly unlikely to have been biased by any desire to present himself in an unrealistically favourable light.

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Decision Maker | General Sales Selection Report

SALES PROCESS OVERVIEW The overall sales potential score estimates Candidatoâ&#x20AC;&#x2122;s tendency to exhibit effective sales behaviours in the workplace. It reflects a combination of personality and motivational characteristics related to sales performance within the various phases of the sales process.

SALES PROCESS PROFILE CHART Sales Process Phases

Raw

Level

Building Contacts (Prospecting)

Needs Assessment (Qualifying)

Style and Presentation (Pitching)

Negotiation (Closing)

Follow-up (Supporting)

Overall Sales Potential

Raw

Level

POTENTIAL SCORE

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Decision Maker | General Sales Selection Report

Profile Highlights The following tables list the major strengths and potential areas of concern that can be inferred from Candidato’s responses to the questionnaire. Further details are available in the Behavioural Interview Guide.

POTENTIAL STRENGTHS  Candidato is as likely as most to work towards closing sales and work to overcome challenges with great confidence and optimism.  Candidato is strongly inclined to ensure that sales related paperwork is completed properly and he is likely to closely track the progress of sales.

POTENTIAL RISKS  He is less likely than most to seek opportunities and take advantage of them as they arise.  He is unlikely to be particularly well suited to building close personal relationships with clients. He is, however, more likely to relate to people in an impersonal way and it may take others a while to warm to him.  Candidato may not show a great amount of interest in understanding his client’s needs when qualifying leads.  He is less likely than most to link his clients’ needs to relevant products and services.  Candidato may not be inclined to investigate the potential for each lead to convert into a sale. In addition to this, he is less likely than most to rely on objective criteria when attempting to qualify or disqualify leads.  He is likely to project a rather sober and serious outlook, whereby he is unlikely to engage others in light-hearted conversation and may not be as interested as most in seeking to gain and hold the attention of others.  Candidato is unlikely to be a particularly persuasive or influential speaker.  He is not as likely as most to be concerned to adapt his selling style to fit the sales situation he finds himself in. However, if he considers this is called for, he should be as capable as most of being relatively diplomatic and tactful.  While capable of being as assertive as most sales people, Candidato may adopt a slightly passive and accommodating closing style. While this style is likely to put many buyers at ease, it may not be sufficiently effective in closing sales.  While he is as likely as most to face conflict in a relatively constructive manner, he is more likely than most to become impatient when dealing with customer objections.  He is less likely than most to show interest in providing after-sales support to customers and is less likely than most to check their satisfaction with the products or services provided.  While he has a strong belief in his ability to overcome difficulties, he is more likely than most to become annoyed when things go wrong.

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Decision Maker | General Sales Selection Report

BEHAVIOURAL INTERVIEW GUIDE The report provides structured behavioural interview questions to attempt to elicit information about a respondent’s past behaviour. Such a technique is based on the premise that past behaviour is seen as the best predictor of future behaviour. Interviewees’ responses are generally considered reliable because they are based on what they actually did, as opposed to offering opinions or hypothetical responses.

INTERVIEW MODEL The interview model follows the STAR behavioural interviewing method in which evidence must be gained to indicate the context of the behaviour, the nature of the behaviour and the consequences of the behaviour. STAR is an acronym for: Situation

Task

Action

Result

What was the context of the behaviour?

What needed to be achieved?

What behaviour resulted from the situation?

What was the outcome?

PROBING The STAR interview questions are used to probe the individuals’ responses from multiple angles. However, in most situations interviewers need only ask the "Situation" question as it is the main question which attempts to elicit examples from past behaviuour. Interviewers are only encouraged to use the other questions if the response to the "Situation" is unclear or incomplete. In such cases interviewers can use the remaining STAR questions to further probe respondents and gain a better understanding of their behaviour, context of the behaviour and outcomes. Two lines of questions are provided for each dimension of the sales process framework. Each line provides a full list of questions to complete the STAR interview model. Interviewers are encouraged to use both lines of questions as they attempt to elicit evidence from different sources and often complete eachother. While the STAR interviewing method provides valid interview questions as well as further structure to how interviews are conducted and how responses are evaluated, interviewers are encouraged to:  Identify which dimensions listed in the report are related to the organisation’s sales roles.  Develop their own list of questions and not rely solely on the interview questions provided.  Determine what other job related factors are not covered in the report and prepare additional questions to cover those areas.  Gather additional information about respondents from other sources such as background checks, references, sales role plays, past sales performance, etc.  Utilise the evidence gathered from all the sources in order to make a decision.

SCORING Scoring forms are provided as part of the interview guide. Interviewers are encouraged to use the forms to take notes and are advised to score responses using the following 5-point scale: 1

Only circumstantial evidence gained, or evidence gained which supports a low ability.

No explicit evidence gained, or little evidence gained which supports a low ability.

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3 Explicit evidence gained which supports a moderate ability.

4 Explicit evidence gained which supports a strong ability.

5 Detailed evidence gained which supports a strong ability.

Decision Maker | General Sales Selection Report

INTERVIEW GUIDE: BUILDING CONTACTS (PROSPECTING)

A. Looks for opportunities - The ability to seek opportunities and take advantage of them. Profile Description  The pattern of results Candidato obtained on the assessment suggests that while he is as driven as most towards achievement, he is very cautious and restrained. As a result, he is less likely than most to seek opportunities and take advantage of them as they arise.

Situation

Task

Action

Result

 Please tell me of a  Why did you have to  Where did you search  Were there any sources

 Give me an example  Where did you get the  What was your process  How many leads did

situation where you had to build your own list of leads/contacts.

of contacting from a list.

leads

create your own list of leads?

list from and why did you use it?

for the leads and why?

for contacting leads?

the

that you felt were not likely to yield any results and which you decided not to utilise?  Why? you have to contact and how many were you able to convert to sales?  Do you consider that your efforts were well worth it in the end?

Interview Notes

B. Outgoing and engages others - The ability to approach others and initiate contact. Profile Description  While his profile indicates that he is not at all expected to be disheartened by rejection, his profile also

suggests that he is less outgoing than most people. As a result, he may be less inclined than most to approach others and build a network of sales contacts and leads and may not be as well suited to selling to cold prospects as some.

Situation

Task

Action

Result

 Give me an example  Did you limit who you  How did you establish  What aspects were the

 Tell me of a time when  Why

of when you had to contacted to certain engage others and types of buyers? network in order to  How did you decide build contacts and who to contact and generate leads. why? you faced rejection while contacting leads.

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were rejected?

contact?

easiest and the most difficult about contacting people for sales?

you  What did you do to  How does constant overcome the rejection affect you in rejection? the long-term and how do you handle it?

Decision Maker | General Sales Selection Report Interview Notes

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Decision Maker | General Sales Selection Report

C. Builds close personal relationships - The ability to build close personal relationships with clients. Profile Description  His profile indicates that he is unlikely to be particularly friendly and personable and may not show a

strong interest in other people. In addition to this, he has a preference to be a little wary of people he does not know well. Consequently, Candidato is unlikely to be particularly well suited to building close personal relationships with clients. He is, however, more likely to relate to people in an impersonal way and it may take others a while to warm to him.

Situation Q1

Task

Action

Result

 Give me an example  What were you trying  How did you approach  How have these efforts of having to build rapport with clients.

to establish?

the client?

 What did you say or

helped with your sales objectives?

do?

 Are there any special  Can you try to paint a  How do you generally  Is "types" of clients who are more difficult to approach and sell to?  Please give me an example.

this the best picture of what these deal with such clients? approach for such a clients are like?  Can you give me an client? example?  What else do you think could be done to help establish rapport with them?

Interview Notes

SCORING Dimension A

Looks for opportunities

Outgoing and engages others

Builds close personal relationships

Score 1

BUILDING CONTACTS (PROSPECTING) Comments

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Decision Maker | General Sales Selection Report

INTERVIEW GUIDE: NEEDS ASSESSMENT (QUALIFYING) A. Seeks to understand needs - The ability to be attentive to the needs of his clients when qualifying leads.

Profile Description  Candidato’s responses on the questionnaire indicate that he may prefer to be a little distant and

detached from others. As a result, he may not show a great amount of interest in understanding his client’s needs when qualifying leads.

Situation

Task

 Is there anything you  Explain

 Give

typically do before you get into a sales pitch to make it more effective?  Can you give me an example?

Action

what you  What did you do? hoped to achieve.

Result  What affect did this have on your pitch?

me a few  What did you try to  How did you go about  What was the outcome examples of achieve in such calls? achieving this? of the calls? conducting initial sales calls.

Interview Notes

B. Seeks to find value - The ability to create value by linking clients’ needs to products and services. Profile Description  Having a profile which indicates that he is not inclined to view things from a materialistic/value-based perspective, Candidato is less likely than most to be concerned with adding value and, consequently, is less likely than most to link his clients’ needs to relevant products and services.

Situation

Task

Action

 Tell

 What other products,  Why do you have to  Do

Result

me about the  How are they different?  How do you cater to  What impact did this different types of clients each type of client? have? you deal with. services or solutions do you have to compete against?

compete these?

against

the products,  How and when do you services or solutions you get into feature and offer have any benefits benefit comparisons over what your with clients? competitors offer?  Give an example.  What are they?

Interview Notes

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Decision Maker | General Sales Selection Report

C. Qualifies opportunities - The ability to categorise leads according to practical sales outcomes. Profile Description  Candidato’s results suggest that he has a rather credulous and accepting nature, whereby he is

unlikely to adopt a shrewd or Machiavellian approach to qualifying his leads. As a result, he may not be inclined to investigate the potential for each lead to convert into a sale. In addition to this, his profile indicates that he is not likely to be practical or down-to-earth. Consequently, he is less likely than most to rely on objective criteria when attempting to qualify or disqualify leads.

Situation

Task

Action

Result

 Can you give me an  Why do you qualify  Explain how you qualify  What abilities do you

 Do

example of qualifying your leads?

your leads?

your leads.

think are essential to being able to properly qualify leads?

all prospects  How do you decide  What did you cover  Do you feel this was a convert to sales? when it is no longer with the prospect failure on your part?  Give me an example justifiable to spend before deciding to  Was there anything you of when you had to more time and effort give up on them? feel you could have give up on a prospect on a lead that is not done more? What despite having likely to buy? positive outcomes can invested much time on you draw from this them. example?

Interview Notes

SCORING Dimension A

Seeks to understand needs

Seeks to find value

Qualifies opportunities

Score 1

NEEDS ASSESSMENT (QUALIFYING) Comments

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Decision Maker | General Sales Selection Report

INTERVIEW GUIDE: STYLE AND PRESENTATION (PITCHING)

A. Social presence - The ability to gain and hold the attention of others. Profile Description  The results of the questionnaire indicate that Candidato is unlikely to have as strong a social presence

as most people due to his relatively shy and retiring nature. In addition to this, his profile indicates that he is likely to project a rather sober and serious outlook, whereby he is unlikely to engage others in lighthearted conversation. Consequently, he may not be as interested as most in seeking to gain and hold the attention of others.

Situation

Task

Action

Result

 Have you ever had to  What was the size of  Did you have any fears  What went well in the

 Give me an example  What

present to a large group?  Please give me an example of this.

of making a sales pitch to a client.

the largest group you ever had to present to?

and how did overcome them?

were you  How did you pitching and how did your pitch? you decide when to start the actual pitch?

you

presentation and what do you think you could have improved on?

make  Can you describe your general presentation style?  What works well and what doesn’t always work well with this style?

Interview Notes

B. Persuasive - The ability to be a persuasive speaker and convincing others of his point of view. Profile Description  Candidato’s profile suggests that he is unlikely to enjoy convincing others of his point of view. In

addition to this, he is likely to need to believe in the products or services he is offering in order to sell them effectively. As a result, he is unlikely to be a particularly persuasive or influential speaker.

Situation

Task

Action

Result

 Describe

the most  What were you  How did you approach  What would you have difficult sales pitch you pitching and why? the pitch and what changed to make the ever made. made it so difficult? pitch run better?

 Have you ever had a  What was the product  How did you pitch this  Do to sell a product or service you weren’t fully convinced of?  Can you give me an example?

or service and were you not convinced of it?

why fully

you think it product or service to mattered that you clients? weren’t convinced of  Please give an the product or service? example.  How did you overcome you inhibitions?

Interview Notes

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Decision Maker | General Sales Selection Report

C. Adaptive and conforming - The ability to adapt his selling style to closely fit buyer expectations. Profile Description  His profile indicates that he is less adaptable than most people. As a result, Candidato is not as likely as most to be concerned to adapt his selling style to fit the sales situation he finds himself in. However, if he considers this is called for, he should be as capable as most of being relatively diplomatic and tactful.

Situation

Task

Action

Result

 Tell me of a situation  What were the cues?

 Can you tell me of a  Why did you have to  What tactics did you  What affect did this

where you were able to accurately read the customer’s cues.

situation where you had to use different sales tactics on a customer.

use different tactics?

 How did you respond  What was the outcome to the cues?

sales

of the pitch?

use?

have on your pitch?

Interview Notes

SCORING Dimension A

Social presence

Persuasive

Adaptive and conforming

Score 1

STYLE AND PRESENTATION (PITCHING) Comments

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Decision Maker | General Sales Selection Report

INTERVIEW GUIDE: NEGOTIATION (CLOSING)

A. Assertive - The ability to move sales situations forward without being aggressive or coercive. Profile Description  While capable of being as assertive as most sales people, Candidato may adopt a slightly passive and

accommodating closing style. Consequently, he is likely to provide clients with assistance without pressuring them into making a decision. While this style is likely to put many buyers at ease, it may not be sufficiently effective in closing sales.

Situation

Task

Action

 Would

you describe  What was the situation  How were yourself as a and what were you competitive? competitive person? required to do?  Give me an example of a sales situation that best characterises your answer.

 How do you deal with  Why was the client  What did you do? clients who are uncertain?  Give me an example of having to deal with one such client.

Result you  Keeping your previous responses in mind, how do you think your clients would describe you as a sales person?

uncertain?

 What affect did your actions have?

Interview Notes

B. Conflict handling - The ability to deal with customer objections in a constructive manner. Profile Description  The results Candidato obtained on the assessment indicate that he is as tactful and diplomatic as most

and as likely as most to face conflict in a relatively constructive manner. Having said this, his results also indicate that he is, by nature, likely to be very tense-driven. As a consequence, he is more likely than most to become impatient when dealing with customer objections.

Situation Q1

Task

Result

 Describe one or two of  What happened?  How did the client’s  Can you think of other the most difficult  Why was the client was behaviour make you such incidents where interactions you have had with aggressive or reproachful clients.

Action

being so aggressive?

feel and what did you do to stop their aggression?

you may have lost your temper with a client. What do you do to recover from such incidents?

 Tell me of a situation in  What did the client  What which you compromise negotiating client.

had to while with a

want?

did you  Did the client accept compromise and how the deal? did you present it?  Who got the most from the deal?

Interview Notes

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Decision Maker | General Sales Selection Report

C. Diligent and persevering - The ability to pursue a sale until all avenues have been exhausted. Profile Description  Inclined to be quite resilient and as achievement orientated as most, Candidato is as likely as most to work towards closing sales and work to overcome challenges with great confidence and optimism. Consequently, he is unlikely to give up on a sale until most avenues have been explored and exhausted.

Situation

Task

Action

Result

 Give me an example  Why did you feel you  What did you do that  Was the effort you put

 Tell me about having to  How do you track your  How

of having to go above and beyond your call of duty in order to close a deal. work against targets.

sales

had to put in so much effort?

progress against your targets?

made this situation so in worth it? significant?  How would you justify putting in so much effort?

often do you  How does all this help follow-up on clients you with your targets? and how do you follow-up?  Can you give me an example?

Interview Notes

SCORING Dimension A

Assertive

Conflict handling

Diligent and persevering

Score 1

NEGOTIATION (CLOSING) Comments

Decision Maker | General Sales Selection Report

INTERVIEW GUIDE: FOLLOW-UP (SUPPORTING)

A. Service and support - The ability to show dedication to customer satisfaction. Profile Description  Candidato’s responses to the questionnaire indicate that he may not show that great a concern for

clients and is fairly cautious and guarded in his dealings with others. As a result, he is less likely than most to show interest in providing after-sales support to customers and is less likely than most to check their satisfaction with the products or services provided.

Situation

Task

Action

Result

 Give me an example  What did they originally  How did you manage  How do you benefit

 Sometimes

of turning a one-time buyer into a long-term client.

come to buy?

this?

from relationships?

such

sales fall  What did you sell and  Did you do anything  Was there anything through after the deal whose fault was it that about it? more that you could has been closed for the sale fell through?  What did you do? have done? various reasons. Have you ever lost a sale after the deal was closed?  Please give me an example.

Interview Notes

B. Process oriented - The ability to deal with customer objections in a constructive manner. Profile Description  His responses to the questionnaire suggest that he is likely to believe it is very important to work with sales processes and procedures. As a consequence, he is strongly inclined to ensure that sales related paperwork is completed properly and he is likely to closely track the progress of sales.

Situation

Task

Action

Result

 Give me an example  What

processes or  How do you manage  Please list some of the of working with sales procedures do you like to work with them? benefits of the sales processes or the most?  How do you manage processes and procedures.  What processes or to work in spite of procedures you work procedures do you them? with. dislike the most?

 What sales reports or  Why do you have to  How do you go about  What benefits are there paperwork do you have to complete as part of your job?

complete these?

completing such tasks?

to completing the reports/paperwork?

Interview Notes

Decision Maker | General Sales Selection Report

C. Stress management - The ability to face challenges with confidence and optimism. Profile Description  While his profile indicates that he has a strong belief in his ability to overcome difficulties, his results also indicate that he is likely to be quite tense-driven and is more likely than most to become annoyed when things go wrong.

Situation

Task

 Tell me of a situation  What was your role?

 Tell

where your team/department was not able to meet its sales targets.

me about the  What was greatest challenge you challenge? faced as a salesperson.

Action

Result

 How did you respond?

 What did you learn

the  How did you face it?

from this?

 What

was

the

outcome?

Interview Notes

SCORING Dimension A

Service and support

Process oriented

Stress management

Score 1

FOLLOW-UP (SUPPORTING) Comments

Decision Maker | General Sales Selection Report

INTERVIEW SCORING Use the following form to calculate the overall interview score.

Dimension

Score 1

Scores measured through the sales process framework interview guide: 1

BUILDING CONTACTS (PROSPECTING)

NEEDS ASSESSMENT (QUALIFYING)

STYLE AND PRESENTATION (PITCHING)

NEGOTIATION (CLOSING)

FOLLOW-UP (SUPPORTING)

scores from additional measures not included as part of the sales process framework: 6 7 8 9 10 11 12 OVERALL SCORE Comments

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Decision Maker | General Sales Selection Report

SALES CULTURE FIT OVERVIEW The culture fit scores estimate Candidato’s preference to work under certain workplace conditions. Not all the conditions provided are relevant to all organisations, which is why it is recommended to identify which conditions best fit the culture of the organisation before exploring Candidato’s specific workplace preferences. The results of the culture fit profile can help determine the types of motivators and environments that stimulate Candidato and which, in turn, can help him perform at his best.

SALES CULTURE PROFILE CHART Workplace Conditions

Raw

Level

Roles which require salespeople to work under pressure

Roles which require salespeople to exercise diplomacy

Roles which require salespeople to address the public and give presentations

Roles which require salespeople to work with each other

Roles which require salespeople to work in a competitive environment

Roles which require salespeople to work long hours

Roles which require salespeople to maintain high standards

Roles which require salespeople to be able to work under constantly changing conditions

Roles which provide salespeople with financial rewards and incentives

Decision Maker | General Sales Selection Report

SALES CULTURE PROFILE DESCRIPTIONS ML

Roles which require salespeople to work under pressure Candidato’s results suggest that he may not function as well as most under pressure as he is more likely than most to become tense or irritable. As such, he would be expected to produce his best work in settings which provide him with ways of dealing with his frustration. Despite being quite tense-driven, he is nonetheless likely to greatly enjoy working in settings that present him with many challenges to overcome and problems to resolve, and is expected to face such problems with much confidence.

Roles which require salespeople to exercise diplomacy He likely to be as well suited as most to settings which demand degree of tact and diplomacy.

Roles which require salespeople to address the public and give presentations He would be expected to be less comfortable than most in roles which require public speaking and giving presentations to large groups of people.

Roles which require salespeople to work with each other Despite being slightly less trusting than many, his profile suggests that he is likely to feel more comfortable and at ease than most in work settings which require him to develop close working relationships with colleagues.

Roles which require salespeople to work in a competitive environment He is unlikely to be happy working in fairly competitive environments.

Roles which require salespeople to work long hours Candidato’s profile suggests that his work ethic is in the average range. As a result, he is likely to believe work is reasonably important, and he would be expected to be as committed to work as most other people are. Consequently, he is likely to fit as well as most in working environments that have a long-hours culture. He is likely to prefer settings where there is a fair amount to do and where he is kept reasonably busy.

Roles which require salespeople to maintain high standards of accuracy Candidato’s profile suggests that he is as achievement orientated as most and would be expected to be relatively motivated to produce work of a fairly high standard. He is likely to gain some sense of satisfaction from knowing others consider him to be good at his job. As a result, he is likely to function as well as most in settings where fairly high standards of accuracy are expected.

Roles which require sales to people to be able to work in a changing environment While Candidato is quite open to change and is likely to prefer to work in environments where he is free to initiate change, he may have trouble maintaining his levels of energy and drive in rapidly changing environments.

Roles which provide salespeople with financial rewards and incentives He would not be expected to thrive in a culture where the primary motivation for staff are financial rewards.