It makes sense that most organizations try to replicate their “A” sales reps, both in the hiring process and their strategy to develop “B” players by having them mirror the activities of the best. What makes less sense, according to new research from CSO Insights, is that organizations don’t actually have the data they need to facilitate that learning.
Only 16.3 percent of sales leaders agreed or strongly agreed that they assess why their top performers are successful. “How can organizations replicate their best, if they don’t have any idea why they are the best,” states the “2018 Sales Talent Study” from CSO Insights, the research division of Miller Heiman Group.
The report recommends employing both observed behavioral and predictive assessments to determine the current and potential state of their talent pool.
Observed behavioral assessments assess individuals against a set of competencies or behaviors, usually on a multi-rater basis, meaning that both the seller and sales manager (and if a 360-degree assessment, customers and peers) rate the seller to get multiple perspectives on what is actually being demonstrated in selling activities. Behavioral assessments can be administered periodically to determine current state and whether behaviors are changing. For example, sales leaders can assess baseline proficiency with negotiating behaviors, send a seller through negotiations training, and then assess them again 60 days later to see what has changed.
Behavioral assessments are used to tailor individual training curricula, guide coaching and reinforcement, prioritize overall organizational enablement efforts, and evaluate the impact of training.
Predictive assessments utilize databases to assess sellers’ propensity to master key competencies as well as key attributes inherent to the individual’s makeup, such as the way that they approach work or their learning agility. While these tools do not measure actual behaviors, they can be vital in predicting behaviors when hiring or promoting.
“Keep in mind that assessments are a good measure of what exists today and can provide critical information on why top performers are more successful than their peers,” the report states. “However, organizations need to be careful of a shifting environment. Assessments should help push organizations into the future rather than keep them locked in the past.” For a copy of the full report, visit www.csoinsights.com/2018-talent-study/.
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