6 DOHV5 HDGLQHVV$ VVHVVP HQW - psionline.com · optimally weighting each component of the test using the best available evidence for your organization. INSTRUCTIONS FOR MANAGERS The

Sales Readiness AssessmentManager Report for Selection

PSI

Prepared For

Evelyn Walton

2019-02-04

© 2018 PSI Services LLC, All Rights Reserved

MANAGER REPORT FOR SELECTION

Sales Readiness AssessmentPROFILE REPORT OVERVIEWParticipant: Evelyn WaltonTest Date: 2019-02-04

Overall Band

Band Levels

A Very likely to succeed in role→ B Likely to succeed in role

C Acceptable likelihood of success in role D Unlikely to succeed in role

The → represents Evelyn Walton's overall performance

The overall score information presented above is the best predictor of the participant's likelihood of success in role. It is derived byoptimally weighting each component of the test using the best available evidence for your organization.

INSTRUCTIONS FOR MANAGERS

The manager section of this report contains information to help you understand the assessment results.

1. Summary of Competencies and Attributes Sales Competency Summary Provides ratings on competencies that research has shown are critical to sales success.

Competencies - skills and behaviors that are critical to sales success

Growth Opportunity - improvement will increase likelihood of success in the competency

Acceptable - somewhat likely to perform successfully; improvement will enhance success

Strength - very likely to perform successfully in the competency

Sales Attribute Summary Provides ratings on attributes that research has shown have impact on sales effectiveness and development.

Attributes - personal dispositions that impact a sales professional's growth and/or effectiveness

Limiter: makes growth as a sales professional more challenging

Neutral: neither enables or limits development as a sales professional

Enabler: is an asset in developing as a sales professional

2 © 2018 PSI Services LLC, All Rights Reserved

MANAGER REPORT FOR SELECTION Sales Readiness Assessment

The factors on the profile report are descriptions of areas where participants are likely to have strengths and whereparticipants are likely to encounter challenges. They should be used along with other data sources to build developmentplans or make HR decisions.

By "tend to" in the performance descriptions, we mean a personal disposition to act in a certain way. If the disposition is ratedas an enabler, for these individuals it will be an asset that helps with job performance and development. If it is rated as alimiter, for these individuals the disposition could create performance and development challenges. However, someindividuals with limiter tendencies may have learned to manage them so that they do not affect their performance or others'perceptions of them.

Results are organized into three categories:

Managing Sales Decisions -This category contains the attributes and competencies associated with sound salesdecision making and planning.

Interacting Effectively with Others - This category contains attributes and competencies associated with interactingeffectively with internal and external partners.

Broadening Customer Relationships - This category contains attributes and competencies associated withexpanding relationships with customers.

2. Behavioral Interview Guide Provides an interview guide to gather further information about leadership behaviors related to the assessment factors.

(Please see the Glossary of Terms for a description of each attribute and competency.)




COMPETENCIES Managing Sales Engagements

Growth Opportunity Acceptable Strength

Qualifying Sales

Creating Demand Though Insight

Leveraging a Winning Sales Strategy

Advancing Sales Discussions

Interacting Effectively with Others Growth Opportunity Acceptable Strength

Building Trusting Relationships

Building Influential Relationships

Sustaining Customer Satisfaction

Managing the Business Growth Opportunity Acceptable Strength

Portfolio Management

Active Learning

Competencies - skills and behaviors that are critical to sales success Growth Opportunity - improvement will increase likelihood of success in the competency

Acceptable - somewhat likely to perform successfully; improvement will enhance success

Strength - very likely to perform successfully in the competency




ATTRIBUTESManaging Sales Engagements

Limiter Neutral Enabler

Having a Learning Orientation

Having a Systematic Decision-Making Style

Displaying Confidence

Taking Responsibility

Interacting Effectively with Others Limiter Neutral Enabler

Reading People

Retaining Focus

Displaying Adaptability

Managing the Business Limiter Neutral Enabler

Demonstrating a Quality Orientation

Having an Achievement Orientation

Attributes - personal dispositions that impact a sale's professional growth/or effectiveness Limiter: - makes growth as a sales professional challenging

Neutral - neither enables or limits development as a sales professional

Enabler - is an asset in developing as a sales professional



Sales Readiness AssessmentBEHAVIORAL INTERVIEW GUIDEParticipant: Evelyn WaltonTest Date: 2019-02-04

Use these questions to further explore performance in each area.

MANAGING SALES ENGAGEMENTS

QUALIFYING SALES

SUGGESTED INTERVIEW QUESTIONS

1. Describe a time when you had to ask numerous questions and listen carefully to clarifythe exact nature of the customer’s problems or needs. Specifically, what were theirneeds, and how did you identify them?

2. Describe a time when you were able to create value for a contact in a first meeting thatallowed you to advance to another meeting to further explore a business issue or need.

3. It’s important to gain access to an organization’s key decision makers but even moreimportant to demonstrate value quickly. Can you give me a recent example where youengaged in a discussion that led to value for you and your contact?

CREATING DEMAND THROUGH INSIGHT


1. Tell me about a unique or creative approach you took to identify and communicate aneed that a contact was not fully aware of. How did you come up with the approach?

2. Describe a time when you were able to help a contact think differently about how he/sheviewed a critical business issue.

3. How did you get him/her to accept your ideas and how did you leverage this new insightin the selling process?

LEVERAGING A WINNING SALES STRATEGY


1. Tell me about a time when you developed a compelling value proposition that resonatedwith buyers’ needs very effectively. How did you go about doing that?

2. Think of a recent sale you won. Describe how you linked your product or service to theneeds of the decision makers.

3. Give me an example of losing a sale and then finding out later that you had little chanceto win it.

ADVANCING SALES DISCUSSION


1. Decision makers don’t always give you all the information you need to help them. Howdo you get decision makers to talk about their concerns that are the real barriers to themtaking action?

2. In today’s selling environment buyers often decide on a solution before they call you into discuss their needs. Can you think of a time when this happened to you? How did youmanage this conversation so you don’t get stuck just talking about product features andbenefits?.

3. Think about one of your most productive meetings with a new contact. How did youprepare for and conduct that meeting? What was the outcome?




Use these questions to further explore performance in each area.

INTERACTING EFFECTIVELY WITH OTHERS

BUILDING TRUSTING RELATIONSHIPS


1. What have you done to promote collaboration and good working relationships betweenclient decision makers and internal partners involved in a client implementation?

2. How do you ensure that client engagements produce with/win results for your companyand the client?

3. Tell me a time when you gave an internal partner a client’s negative feedback onhim/her or the results of the implementation? How did you approach this? Whathappened?

BUILDING INFLUENTIAL PARTNERSHIPS


1. Describe a situation in which you needed to resolve a Conflict with a peer regarding acustomer-or prospect-related issue to move forward. Walk me through that discussion.

2. Sales associates often need to foster positive relationships with others at work. Give mea positive example of a time when you did this.

3. How did you build a working relationship with someone with whom you did not have anatural rapport?

SUSTAINING CUSTOMER SATISFACTION


1. Tell me how you handled a specific customer situation in which the customer’s needswere less than apparent. How do you stay informed about a customer’s level ofsatisfaction with your solution after the sale in a timely fashion? Give a recent example.

2. Despite all the best plans for monitoring the success of a project or solution customerscan get upset. Can you share an example of time you had to address an unforeseencustomer issue? How did you handle it?

3. Tell me about your greatest success in exceeding a customer’s expectations whenresolving an issue or problem.




Use these questions to further explore performance in each area

MANAGING THE BUSINESS

PORTFOLIO MANAGEMENT


1. How do you know when to increase and lessen activities in specific accounts (clients orprospects)?

2. How do you know whether to spend your time looking for new customers or developingexisting opportunities? Give me an example of when you made a decision to look fornew customers.

3. Every opportunity that a sales person can pursue doesn’t have the same payoff. Canyou describe a time when you made a decision to withdraw from one in favor ofanother? What factors did you consider?

ACTIVE LEARNING


1. How do you stay updated on trends in selling? What recent courses, learningexperiences, or reading have had the greatest impact on you?

2. How do you stay aware of your strengths and development needs?

3. Tell me about a time when you had to learn and understand a competitor’s products,culture, or sales strategy. How did you go about this?



Sales Readiness Assessment

Glossary of Terms

COMPETENCIES1. Managing Sales Engagements

QUALIFYING SALES:Accurately evaluating sales opportunities to determine the future value of that customer; assessing the customer’s interestand commitment to buy and implement solutions, as well as own organization’s ability to deliver those solutions. CREATING DEMAND THROUGH INSIGHT:Identifying the targeted account’s business challenges and needs, and their probable causes; providing andprovoking convincing insights that compel decision makers to discover or reconsider unrecognized problems andopportunities and the value of addressing them with new solutions to achieve better long term results (e.g., profitability,revenue, and market share).LEVERAGING A WINNING SALES STRATEGY:Developing and implementing an influence strategy and a value proposition that differentiates products and services,resonates with decision makers, encourages them to further define issues and solutions, and motivates them to take action.ADVANCING SALES DISCUSSIONS:Leading discussions with influential decision makers that progress the sale by effectively clarifying information, offeringinsights, addressing objections, and gaining agreement to move to the next step in the buying process.

2. Interacting Effectively With Others

BUILDING TRUSTING RELATIONSHIPS:Using appropriate interpersonal styles to establish effective relationships with customers and internal partners; interactingwith others in a way that promotes openness and trust and gives them confidence in one’s intentions.BUILDING INFLUENTIAL PARTNERSHIPS:Leveraging relationships with internal and external partners to persuade key stakeholders to take action that will addresscustomers’ needs and advance sales.SUSTAINING CUSTOMER SATISFACTION:Supporting customers during the implementation of sales contracts and throughout the relationship; seeking and takingappropriate actions on customer feedback; resolving difficult issues in a timely and professional manner; taking responsibilityfor customer satisfaction and loyalty.

3. Managing the BusinessPORTFOLIO MANAGEMENT:Optimizing selling time and results by effectively managing one’s portfolio assets.ACTIVE LEARNING:The degree to which an individual enjoys being thorough, organized, deliberate, and timely.



Sales Readiness Assessment

Glossary of Terms

ATTRIBUTES1. Managing Sales Engagements

HAVING A LEARNING ORIENTATION:The degree to which an individual is curious, enjoys task variety and likes to learn about new and different approaches andtypes of people.HAVING A SYSTEMATIC DECISION-MAKING STYLE:The degree to which an individual enjoys gathering relevant information and views regarding an issue, considering possiblealternative solutions, and arriving at timely decisions.DISPLAYING CONFIDENCE:The degree to which an individual is confident in addressing sales challenges and learning about new products and people.TAKING RESPONSIBILITY:The degree to which an individual believes his/her efforts and abilities have a strong impact on successes or failures.

2. Interacting Effectively With Others

READING PEOPLE:The degree to which an individual effectively perceives, assesses, and manages his/her own emotions, and those of others.RETAINING FOCUS:The degree to which an individual demonstrates resilience when encountering obstacles at work, and handlesobjections without losing effectiveness.DISPLAYING ADAPTABILITY:The degree to which an individual adjusts his/her approach when experiencing major changes at work.

3. Managing the BusinessDEMONSTRATING A QUALITY ORIENTATION:The degree to which an individual enjoys being thorough, organized, deliberate, and timely.HAVING AN ACHIEVEMENT ORIENTATION:The degree to which an individual enjoys setting and striving to achieve new stretch goals in his/her profession.


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