1. NELSON SERNA BARANDICA
EAP 4

2. MAXIMIZING THE PERFORMANCE OF YOUR
SALES FORCE

3.  One of the most effective ways for reducing turnover and enhancing productivity
in an organization is by hiring for “fit”. Numerous studies have shown that
selecting employees with the right skills and traits impacts performance and
retention. Effective selection practices can have a real bottom-line impact in an
organization. We have witnessed increases in sales of up to 150% and retention
of up to 40% for clients as a result of better hiring. Actual cost savings can be in
the millions depending on size of the workforce and severity of turnover .
 That selecting

4.  Job Analysis: A thorough understanding of the job is critical to ensure that the
right knowledge, skills, abilities and traits are screened during the selection
process. Minimum qualifications can also be determined. A job analysis process
should be in full compliance with the Uniform Guidelines on Employee Selection
Procedures and ensures a selection process that is job related and
consequently defensible.
 That Process

5.  All of these goals can be achieved. Using the steps below can help reduce
turnover, increase sales productivity, and select ideal candidates that best
represent the company to the community.
 these referes to a “select ideal candidates “

6.  The key is to do a good job of identifying the ideal assessment(s), profiles and
methodology for your organization, and making a commitment to doing it right
the first time. Of paramount importance is ensuring that your process is validated
to the requirements of the job, so that it can empirically predict performance, is
in compliance with federal regulations, and is legally defensible.
 your referes to a “organization”

7.  Assessment Choice: Once an understanding of the job is attained by
identifying competencies (e.g., knowledge, skills, and abilities), the key job-
related attributes candidates need can be identified. These may include
cognitive ability, physical ability, personality traits, biographical data, values,
integrity, situational judgment and specific skills. Commonly assessed attributes
for sales positions include personality, cognitive ability, integrity, and sales-
specific aptitude. Methods for assessing these attributes should also be
considered next, and could include web-based or paper-and-pencil
assessments, structured interviews, assessment centers, and simulations .
 These referes to Assessment Choice

8.  Validation: Validation is the process of studying the relationship between your
assessments and the job to ensure that it is related to the content of the job and
actually predicts the criteria most important to you (i.e., retention and
productivity). Content validity is established by linking the content of the
assessments to the work performed in the job. Subject matter experts from your
organization should be used to link the job to the assessments and determine
any gaps. Criterion related validity is established by linking performance on each
test to performance on the job. This is accomplished by having a sample of job
incumbents complete the tests, and then studying their test performance
juxtaposed against actual job performance, as determined from supervisor
ratings and any available objective performance data.
 this referes to a “assessments”

9.  Validation: Validation is the process of studying the relationship
between your assessments and the job to ensure that it is related to the
content of the job and actually predicts the criteria most important to you
(i.e., retention and productivity). Content validity is established by linking
the content of the assessments to the work performed in the job. Subject
matter experts from your organization should be used to link the job to
the assessments and determine any gaps. Criterion related validity is
established by linking performance on each test to performance on the
job. This is accomplished by having a sample of job incumbents
complete the tests, and then studying their test performance juxtaposed
against actual job performance, as determined from supervisor ratings
and any available objective performance data.
 This is accomplished referes to a “validation”

10.  Developing good selection processes that are effective and defensible is not
simple, but the aforementioned steps are essential. They result in a selection
system composed of a series of steps and tools that are job related, defensible,
and empirically linked to higher performance and greater retention.
 They result the good selection processes

11.  Activities: As a result of the analysis, key activities are identified. This might
include training workshops, new hiring standards, and tools that will help
facilitate development and the replication of the behaviors exhibited by top
performers.
 This referes to a “tools”

12.  Developing good selection processes that are effective and defensible is not
simple, but the aforementioned steps are essential. They result in a selection
system composed of a series of steps and tools that are job
related, defensible, and empirically linked to higher performance and greater
retention.
 they referes to a “steps and tools”