I was introduced to the Predictive Index in 2011 when I was looking for “Psychometric Assessment Tools” that can be used as an early predictor for success in a sales environment. As the Head of Sales for a large Financial Services Company, our challenge was to attract and select sales representatives with the natural sales talent needed in a sales environment.
Our second challenge, at the time, was that the existing sales representatives were not producing the desired results from a productivity point of view. We knew something was wrong but we could not say with certainty what it was.
Predictive Index was introduced to us and we decided to assess the entire sales force against a carefully developed Behavioural Job Target. With the PI Behavioural Patterns we plotted the sales force on a “Talent Optimization Grid” where we measured Talent vs Role Match against Production on a scale of 1 to 3, where 1 = Poor Match (Poor Production), 2 = Acceptable Match (Acceptable Production) and 3 = Excellent Match (Excellent Production).
The results were mind blowing
- 50% of the sales representatives were a “Poor Match” to the role and also produced “Poor Production” results.
- Only 13% of the sales representative were “Acceptable or Excellent Match” to the role with “Acceptable to Excellent Production” results.
We immediately changed our recruitment strategy, having realized that we were putting “square pegs in round holes” and as a result we lost huge amounts of revenue for the company with a demotivated sales force. We did not retrench anyone – we simply focused our recruitment efforts on attracting and selecting new candidates with an excellent Talent match to the role. We also focused our development interventions aggressively on the existing sales representatives who were under performing but who were an acceptable or excellent match to the role, comprising 25% of the existing sales representatives. We allowed natural attrition, in terms of our retention strategy, to take care of the under performing representatives.
We then repeated the exercise 6 months later at the end of December 2011. In six months we:
- Reduced the number of “Poor Talent to Role Match” and “Poor Production” from 50% to 37%, and
- Increased the number of “Acceptable and Excellent” performers to 18%.
We repeated the exercise another six months later, in July 2012. These results speak for themselves. Although we had (six months earlier):
- Reduced the number of “Poor Talent to Role Match” and “ Poor Production” from 50% to 37%, we reduced this group after a further 6 months to 15%.
- Increased the number of “Acceptable and Excellent” performers from 13% to 18%, we further increased this group to 28% after a further 6 months.
Needless to say, we increased productivity and production month on month by making this vital change in our recruitment strategy. We would not have been able to influence this change without The CONFIDANT Group and the Predictive Index Tool!
Frans Hattingh CFP®
Franchise principal – MRD Wealth Solutions