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Background
The aim of the research was
to determine the traits that make Salespersons and Sales Managers
successful at the multi national firm and to determine the relative
accuracy of the system to predict success based upon the “job
template” that incorporates those traits. The multi national firm
provided 25 profiles of current Sales Managers and 69 profiles for
current Salespersons. The current employees were from three countries: Australia, Hong Kong, and the Philippines.
Each job was analyzed separately and each country was analyzed separately.
The sales managers showed very little difference between countries and
therefore only one template was finalized for the Sales Managers for all
three countries. Although there were many similarities for the
Salespersons in the three countries, there were sufficient differences to
warrant creating a template for Salespersons for each country. Therefore,
there were four templates created, one for Sales Managers in the three
countries, and three for Salespersons (one for each of the three
countries).
This case study compares
the performance of the employees with the results of the HA profile. All
the employees in the sample were rated according to job performance by
supervisors, using the performance ratings model below. The profiles of
the employees were then analyzed in relationship to performance in order
to determine the factors that relate to success in the Salesperson and
Sales Manager positions. In addition, the jobs were analyzed in order to
assess the traits that were required for this position. The job analysis
undertaken by managers described the roles of Salespersons and Sales
Managers. Traits corresponding to the job analysis were given special
attention when analyzing the traits that relate to performance. However,
all 130 traits in the HA system were analyzed in relationship to
performance.
Performance scoring
Each employee was given a
rating by his/her supervisor. The rating was based upon a scale between 0
and 100 according to the following:
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90-100
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Excellent to Best
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80-89
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Very Good
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70-79
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Average to Good
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60-69
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Below average
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40-59
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Poor
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0-39
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Extremely poor
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The HA template
methodology
The template methodology
formulates the traits that correlate with success for a particular
position into “traits to have” as well as “traits to
avoid”. The template is then used to measure future applicants and
serve as a developmental guide for current employees. The template is
formatted as a table showing how employees (or applicants) score against
each of the required traits. The table includes a “bottom
line” job suitability score between zero and one hundred that
represents the individual’s level of “total
suitability” for a particular position. (It can also be shown as a
bar graph indicating how well an individual person meets each of the job
requirements.) A score of one hundred represents a person who is
completely suitable for that position. Assuming the person is eligible
for a position (has the education, experience and technical skills), a
suitability score of 75 or greater represents a person who has a good
probability of performing effectively in that position. A score of 74 or
less represents a person who is considered to be unlikely to perform well
in that position.
Accuracy level of
results
The results showed a very
high predictive accuracy (96%) and a strong correlation between the HA
suitability score and the actual job performance for Sales Managers. The
results also showed a high predictive accuracy (91%) and a strong
correlation between the HA suitability score and the actual job
performance for Salespersons. This indicates that the templates include a
fairly comprehensive set of traits related to suitability for this
position.
Predictive accuracy - A prediction is considered
accurate if one or more of the following conditions are met:
a) The suitability score
is 75 or greater and the performance score is 75 or greater
b) The suitability score
is less than 75 and the performance score is less than 75.
c) The suitability score
is within 6 points of the performance score.
The logic behind this
definition is that, if the suitability score were 75 or above and the
person were eligible for the position, it would indicate a prediction
that the person would probably succeed in the position. If the
suitability score were less than 75 and the person was moderately
eligible (not highly eligible) for the position then this would indicate
a prediction of below average performance. Also, if the suitability score
were within 6 points of the performance score it would indicate a very
close prediction and thus should also be considered accurate. The
suitability score for each person appears on the template in the far
right-hand column of the table.
From the research sample,
55 of the 67 Salespersons (82%) showed a correlation between the HA
suitability score and performance to be accurate, according to the
definition above.
Variation between
performance rating and predictive suitability score
Sales Managers 3
countries
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Salespersons Australia
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Salespersons Philippines
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Salespersons Hong Kong
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Salespersons 3
countries
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24/25 = 96%
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31/35 = 89%
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11/12 = 92%
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21/22 = 95%
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63/69 = 91%
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The results show that the
template developed is able to predict job success with a high level of
accuracy. The sample size was sufficient to gain fairly reliable results,
especially considering the close approximation to previous research.
However, it is recommended that records of profiles and performance
ratings be kept in order to refine this template at a future date.
Traits required for
success for Sales Managers
The research indicates
that the success factors for this position include:
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Takes Initiative
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The tendency to plan ahead
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The tendency to be diplomatic
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The willingness to take risks
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The desire to have a stable (long term) career
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The tendency to be helpful
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The tendency to be outgoing or extroverted
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The willingness to adapt to changing circumstances (Flexible)
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The desire to benefit others or society
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The enjoyment of persuading or influencing others
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The enjoyment of making presentations to groups
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The tendency to collaborate with others
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The willingness to make decisions
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The tendency to analyze problems
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The tendency to be optimistic
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An interest in business or finance
The research indicates
that there are also factors that will hinder success in this position.
These include:
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Being overly skeptical
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Being defensive or having the attitude “I’m OK and
don’t need to improve”.
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Being overly dominating or self-centered
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Being blindly optimistic
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Being precise but slow
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Being self-sacrificing or overly compliant
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The tendency to avoid a challenge
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The tendency to lack frankness
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The tendency to be dogmatic
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The tendency to be disorganized
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The tendency to be authoritarian or overly controlling of
decisions
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The lack of interpersonal skills
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A lack of interest in writing or language
Traits required for
success for Salespersons
The research indicates
that the success factors for this position are very similar for all three
countries (approximately 90% similar). However there were some cultural
or organizational differences. Thus, three different templates were
designed in order to enhance the accuracy of the templates. The
respective differences were included in the three templates. Most of the
traits were the same for the three countries, however, the weighting of
the traits were adjusted according to reflect the differences. After each
trait below, I have indicated a short definition and noted the
differences between countries related to that trait. In some cases, I
have also speculated on the reasons for the differences. In general, the
traits are listed in order of importance.
Takes Initiative -The tendency to take initiative
This trait was essential
for all three countries. High scorers tended to be more successful and
low scorers tended to be less successful for all three countries. This is
a standard trait related to sales and is typically the most important
trait for this type of position.
Persistence -The tendency to persist despite
unforeseen obstacles
This trait was important
for all three countries, but most important in the Philippines.
High scorers tended to be more successful and low scorers tended to be
less successful for all three countries. This is also a typical trait for
sales.
Influencing - The enjoyment of persuading or
influencing others
High scorers tended to be
more successful and low scorers tended to be less successful in Australia and the Philippines.
However in Hong Kong only low scorers
tended to be poorer performers. This is typical trait for sales.
Warmth/Empathy - Expressing warmth or empathy
In Hong
Kong, high scorers tended to be more successful and low
scorers tended to be less successful. In Australia, moderate scorers
performed better with very high scorers performing OK but low scorers
performing less effectively. In the Philippines, only low scorers
tended to perform less effectively. All of these patterns are found in
different sales positions and the different emphasis is most likely
related to cultural differences. In Australia for example, being
too warm interferes with closing a sale.
Enthusiastic - Having enthusiasm for
one’s goals
In Australia,
high scorers tended to be more successful and low scorers tended to be
less successful. In Hong Kong and the Philippines, only low scorers
tended to perform less effectively indicating that a lack of enthusiasm
was a barrier to success. All of these patterns are found in different
sales positions and the different emphasis is most likely related to
cultural differences.
Certain - A sense of self-certainty
In Australia,
moderate scorers performed better with very high scorers performing OK, but
low scorers performing less effectively. In Hong Kong and the Philippines,
only low scorers tended to perform less effectively indicating that a
lack of self-certainty was a barrier to success. All of these patterns
are found in different sales positions and the different emphasis is most
likely related to cultural differences.
Self-acceptance – The tendency to accept
oneself
In Australia,
high scorers tended to be more successful and low scorers tended to be
less successful. In the Philippines
and Hong Kong, only low scorers tended
to perform less effectively. These patterns are typically found in
different sales positions and the different emphasis is most likely
related to cultural differences. For example, self-acceptance is
considered more socially acceptable in Australia
than in Asia and thus “the higher
the better”.
Relaxed - The tendency to be at ease
In Australia,
high scorers tended to be more successful and low scorers tended to be
less successful. In the Philippines
and Hong Kong, only extremely low
scorers tended to perform less effectively. In Asia,
being extremely tense tended to interfere with sales success. In Australia,
being easy-going may be more culturally valued.
Enlists Cooperation -The willingness to enlist the
co-operation of others
In Australia,
high scorers tended to be more successful and low scorers tended to be
less successful. In the Philippines
there was no relationship with this trait. In Hong
Kong, only extremely low scorers tended to perform less
effectively.
Systematic - The tendency to logically
assess a sequence of steps
In Australia, and the Philippines,
only extremely low scorers tended to perform less effectively. In Hong Kong, high scorers tended to be more
successful and low scorers tended to be less successful. However, those
with higher scores, tended to perform only slightly better.
Traits that interfere
with success for Salespersons
Assertive – lacking - The tendency to be hesitant in putting forward
one’s own needs
In Australia, moderate to high
scorers performed better with higher scorers performing OK, but low
scorers performing less effectively. This indicates that being fairly
assertive is effective, being overly assertive is less effective and
lacking assertiveness is least effective. A lack of assertiveness is
typically related to having difficulty closing sales. In the Philippines and Hong
Kong, only low scorers tended to perform less effectively.
Assertiveness tends to be less acceptable in Asia,
so this result was not surprising.
Wants high Pay –
low - The
tendency to be unmotivated by a chance to earn high pay
In the Philippines,
high scorers tended to be more successful. In Australia, only low scorers
tended to perform less effectively. There was no relationship with
success in Hong Kong for this trait. It
is difficult to see cultural differences as the cause in this case and I
suspect there may be differences in the way the salespeople are motivated
by management. If there are differences in remuneration structures, this
could also cause this difference.
Wants Recognition
– low - The
disinterest in receiving recognition
In the Philippines,
high scorers tended to be more successful. In Australia
and Hong Kong, only low scorers tended
to perform less effectively. Although this may be related to cultural
difference, I suspect that the management in the Philippines
may be taking greater advantage of motivational factors related to
recognition and pay.
Helpful – low - A lack of helpfulness
In Hong
Kong, high scorers tended to be more successful and low
scorers tended to be less successful. In the Philippines
and Australia,
only extremely low scorers tended to perform less effectively.
Diplomatic – low
– The
tendency to lack tactfulness
In all three countries
only low scorers tended to perform less effectively indicating that a
lack of diplomacy interfered with success in this position. Even
moderately low scores tended to interfere with success.
Outgoing – low - The tendency to be introverted
or hesitant in meeting new people
In all three countries only low scorers
tended to perform less effectively indicating that a lack of outgoingness
interfered with success in this position. Even moderately low scores
tended to interfere with success.
Creative – low – A disinterest in thinking of new ways of doing
things
In all three countries
only low scorers tended to perform less effectively indicating that a
lack of creative thinking interfered with success in this position. Even
moderately low scores tended to interfere with success.
Optimistic – low
– The
tendency to be pessimistic
In all three countries
only low scorers tended to perform less effectively indicating that
pessimism interfered with success in this position. Even moderately low
scores tended to interfere with success.
Precise – low
– The
tendency to ignore details or resist detailed work
In all three countries
only extremely low scorers tended to perform less effectively indicating
that an extreme dislike of precision tasks tended to interfere with
success in this position.
Handles
Autonomy– low – The tendency to have difficulty working without
supervision
In Australia and the Philippines
only low scorers tended to perform less effectively indicating that a difficulty
with autonomy interfered with success in this position. However, there
was no relationship to success for this trait in Hong
Kong.
Self-Improving –
low – A
disinterest in bettering oneself
In Hong Kong and the Philippines
only low scorers tended to perform less effectively indicating that a
lack of diplomacy interfered with success in this position. Even
moderately low scores tended to interfere with success. However in Australia,
only very low scores tended to perform less effectively. I suspect this
is related to a cultural difference in that Self-Improvement scores tend
to be a little higher in Asia.
Analytical – low
– A
disinterest in analyzing problems
In all three countries
only very low scorers tended to perform less effectively indicating that
a lack of analytical thinking interfered with success in this position.
Flexible – low
– The
tendency to resist changes and lack adaptability
In Hong
Kong, only low scorers tended to perform less effectively
indicating that a moderate lack of adaptability interfered with success
in this position. In the Philippines,
only very low scorers tended to perform less effectively indicating that
a strong lack of adaptability interfered with success in this position.
In Australia
only extremely low scorers tended to perform less effectively indicating
that an extreme lack of adaptability interfered with success in this
position. This could be a result of cultural difference, or it could be a
result of different working conditions.
Wants Frankness - The tendency to insist that
others are direct or straightforward
This trait when extreme
seemed to interfere with success in Hong Kong.
I included it in the Philippine template even though there were no
instances in that sample. I did not include it in the Australian template
as was no relationship to a lack of success in that country.
Blunt – The tendency to be frank
without diplomacy
In all three countries
even a little bluntness tended to interfere with success and as the
bluntness increased, there was a greater interference.
Self-Sacrificing – The tendency to be
helpful while sacrificing one’s own needs
In Australia and the Philippines,
being very self-sacrificing tended to interfere with success and as the
self-sacrificing became more extreme, there was a greater interference.
In Hong Kong, even a little tendency to
be self-sacrificing tended to interfere with success and as the
self-sacrificing increased, there was a greater interference.
Skeptical – The tendency to focus on
the potential difficulties rather than possibilities
In all three countries
being very skeptical tended to interfere with success and as the
skepticism became more extreme, there was a greater interference.
These traits are
formulated in the HA software in four templates. These templates will
enable a high prediction level of success for this position. Although
this sample showed an accuracy level of 96% for the sales managers and
91% for the salespersons, it is estimated that it will predict success
with approximately 85% accuracy for a larger sample size.
Included in this report
are the Screening against a template report and the HA template table for
each of the four templates (one set for the Sales managers and one set
for each country for the Salespersons). The Screening against a template
reports show how the current employees score against the template for
that position. The total suitability score is found in the furthest
right-hand column and the performance score is found in the next column
to the left. The employee names are listed in the far left-hand column
and the traits are listed across the top. The cells to the right of the
names correspond to the points that the individual received for that
trait. The HA template table shows how the traits are weighted. The names
of the traits are listed in the left-hand column. The possible scores
(2-10) are listed across the top. The cells indicate the number of points
the person will receive (or lose) if he/she has that score of that trait.
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