Escolar Documentos
Profissional Documentos
Cultura Documentos
CHALLY VI
SE
D,
4th
ED
IT
IO
N
HOW TO
SELECT A
SALES FORCE
THAT SELLS
Our experience has taught us a great deal about: Page
What Makes a Great Sales Force ............................................................................... 1
How to Match the Right Type of Salesperson to Your Customers ............................. 3
How to Understand the Four Types of Salespeople ................................................... 5
How to Specialize Your Sales Force to Meet Company Objectives .......................... 7
How to Recruit the Four Types of Salespeople .......................................................... 9
How to Interview Sales Candidates to Get the Real Picture .................................... 11
How to Get Valid Information in a Background Check ........................................... 13
How to Budget Sales Employee Selection ............................................................... 14
How to Get Predictive Results Using Selection Assessment ................................... 15
How to Avoid the 10 Most Common Incentive Mistakes ........................................ 17
State-of-the-Art Selection Systems ............................................................................ 19
Some Typical Chally Clients and Their Industries .................................................. 21
Sales Performance Solutions
The H.R. Chally Group was founded in 1973 through a grant Our mission is to assist clients to increase sales and
from the U.S. Justice Department to develop a selection management productivity and profitability. We do this by
assessment to measure the skills and motivation of law helping them to systematically identify sales, service, and
enforcement candidates and predict who would be most management personnel to match top performance
successful. Our measurements had to be accurate, requirements. We also help to identify the marketing and
statistically valid predictors, and legally defensible. service strategies and tactics that will produce the added
value needs that predict sales growth, market share,
Chally’s success led us to our next goal (also in 1973) to customer satisfaction, and prospect conversion. Typically,
adapt our assessment process to the study of salespeople, we work with a client to:
managers, and other positions in business. Since that time,
we have evaluated over 200,000 salespeople. Our current • Identify gaps against world class benchmark standards
Performance Database also includes over 1,500 sales force • Measure and track potential improvements
validation studies and over 70,000 extensive interviews of • Quantitatively establish predictive profiles, skill levels,
our corporate clients’ customers. and work habits of exceptional performers
• Develop effective systems for candidate selection and
Today, Chally is an internationally recognized technology staff development
leader in assessing and predicting future performance for • Establish measurements to monitor performance against
sales, service and management positions, evaluating world class standards
developmental needs, sales force benchmarking, and
customer and market audits.
CASE STUDIES
CLIENT CHALLENGE: SOLUTION: RESULTS:
Increase Sales Volume for a A Customer Audit (based on 2000 New hires averaged an annual
Major Auto Manufacturer interviews); Sales Force Survey and sales increase of $1,781,000
hiring Validation produced a (35%)
Selection Assessment and training
criteria
High Sales Force Turnover Multiple Hiring Validations identified 50%+ Decrease in Sales Force
at a National Industrial two different Assessment skill sets for Turnover
Distributor different markets eliminating fatal
mismatches
Ineffective Market Strategy Through Customer Audits and 50% Annual Sales Increase
at a Major Aluminum Selection Assessment Hiring
Producer Validation, identified separate core
competencies for operations versus
salespeople
SALES FORCE BENCHMARKING
Customers believe sales forces that excel at these seven The focus must change from product to benefit or business
factors will best fill their three basic business needs. result. Grandiose products and services with more capacity,
features, or options are often just seen as overpriced.
By benchmarking the top 10 of these sales forces, we Additionally, products and services must be simple to use
identified the critical success factors for “World Class” sales, and manage, either in their own right or because the seller
and the standards of sales excellence. Benchmarking manages the complexity as part of the sale.
1
SALES FORCE BENCHMARKING
The focus must also change from price and delivery to 3. Recruiting and Selecting Salespeople
utility and ease of use, not only of the product but also in 4. Training (and Development)
doing business with the seller. The outsource of choice will 5. Compensation (and Incentive)
take responsibility for managing the relationship or, as 6. Sales Service and Support Systems
sometimes defined, the “partnership” between seller and 7. Customer Feedback/Measuring Customer Satisfaction
customer. This will require the role of the salesperson and, 8. Information Technology
consequently, the role of the sales managers who train and
The priority and type of solution for each of these eight
develop the salespeople, to change.
process areas varies according to the specifics of the product
Top sellers are changing from peddlers to relationship and market. For example, sales force segmentation or
managers, from order-takers to consultants. In some cases, specialization is a priority when different customers or
order taking, service, technical support, and product expertise customer groups require specialized added values that are
are not even directly provided by the salesperson. not appropriate for other customer groups. The more
dramatically added value needs vary, the more critical sales
While the requirements are changing and many of the
force specialization becomes.
solutions are new, the approach top sellers use is remarkably
consistent, either intentionally by benchmarking others, More importantly, and a greater source of error in sales
through partnerships, or coincidentally by just attacking their management, is the choice of options to approach the need.
own needs. Through a “total quality” styled approach, they For example, a seller who identifies a need to segment markets
are investigating and analyzing their customers’ needs and still must decide how to segment: by customer industry, by
problems. They are reorganizing their processes, developing customer size, by geography, or perhaps by product or service
new skills, creating new measures and new standards and, offered. The difficult challenges include: Can we afford
most of all, committing to the need for continuous more than one salesperson in the same geographic territory?
improvement. Will customers accept multiple contact from the same vendor,
each representing a different product or service? Can a
The most basic tenets of total quality management require
salesperson afford to specialize and still cover all the accounts
the biggest investments to be in people and measurement.
assigned? In how many different areas can a salesperson
In fact, the hallmark of how the world class selling companies
become expert?
can be recognized is in their approach to their people and
their approach to information and its management. By analyzing the very different options that the best sales
companies selected, and the rationale and effectiveness of
The Eight Benchmark Processes for World Class the solution, we can establish a more comprehensive set of
Sales Excellence criteria that essentially documents the “technology” of market
While, in summary, people and information are the major segmentation and sales force specialization. The same is
focus, we found eight distinct process areas that could be true for each of the other seven benchmark areas. Now,
described as critical benchmarks. All of the top-ranked sales rather than intuit or deduce a solution based on previous
companies have rigorously addressed at least six of the eight. and perhaps inappropriate experience, informed sales and
The process areas they have not focused on were either less corporate executives can apply established guidelines that
critical, due to the nature of their product or service, or, help analyze and prioritize the options evaluated. The best
more likely, because they had first focused on the most critical sales practice companies in aggregate provide a manual of
processes, and they just haven’t gotten to the others ... yet! best practice options and appropriate application criteria.
More importantly, because of the diversity of products,
channels of distribution, and needs of customers across the For more information contact:
best-in-class sales companies, an organized review of why
and how they approached each area establishes a valuable
decision analysis guideline beyond the solutions established PO Box 20490
by any one sales force. Dayton, OH 45420-0490
Telephone: 937 259-1200
The eight sales benchmark process areas are: www.chally.com
1. Establishing a Customer (Sales) Driven Culture
2. Market Segmentation
2
MATCHING
EXPERTS OR INTUITIVE EXPERIENCED USERS Inexperienced but real users have both substantial technical
“GATESWINGERS” WITH STANDARDIZED and application support needs and purchase and delivery
PRODUCT/SERVICE needs that must be met by a “consultive” sales approach in
order to use their system.
Experienced and demanding users no longer have high
--- The Product Market Lifecycle
technical and application support needs. However, they
*Based on book by: Howard P. Stevens and Jeff Cox, The
continue to have pressing purchase and delivery needs that
Quadrant Solution, American Management Association, 1991 include a major personal component with a “relationship”
salesperson to help in the ordering process.
Typically, only two needs predict commodity buying behavior
from “display” salespeople: price and convenience.
3
MATCHING
CUSTOMER NEEDS 7. Reliability and credibility (often an image) are more
HI
TOUCH NEED important than price?
SALE TECHNICAL & NEED 8. Follow-up orders will also require technical help to plan
APPLICATION PURCHASE &
AND DELIVERY or design the order?
PURCHASE & SUPPORT FROM A 9. Price is not a major issue as long as the “benefit” seems
DELIVERY RELATIONSHIP
SALES APPROACH
worthwhile?
SUPPORT FROM A
CUSTOMER CONSULTIVE
COMPLEXITY SALES APPROACH If you answered “Yes” to five or more questions, your typical
IN USING (BUYING) customer is in one of the two left quadrants. If four or less,
YOUR PRODUCT
OR SERVICE NEED AN NEED your typical customer is in one of the two right quadrants.
EMOTIONAL PRICE
APPEAL & Questions indicating Purchase and Delivery Needs:
FROM A CONVENIENCE
CLOSING FROM A 1. Your customers see less (or little) technical or qualitative
SALES APPROACH DISPLAY difference between your product/service and competitors,
(COMMODITY)
LO SALES APPROACH
and therefore select on “service” price?
TOUCH HI CUSTOMER EXPERTISE LO 2. Your customers are more bothered by late delivery or
SALE TECH & EXPERIENCE WITH TECH poor follow-up than “engineering” issues or new product
SALE YOUR PRODUCT OR SERVICE SALE
development?
“The Quadrant Solution provides a powerful and practical 3. Your customers expect regular contact, not just when
model for dealing with real time marketing issues. We have you want to take their order?
applied these principles with great success.” 4. Your products/services would be difficult to buy from a
catalog without someone to talk to?
Rick Peters, Chairman and CEO, Retired, Saatchi and Saatchi 5. Customers tend to stay loyal to vendors they know and
Direct
trust?
Determining Customer Needs 6. Customers often develop personal relationships with
Actually identifying and analyzing customer needs, those salespeople (possibly even following them if they switch
that influence buying behavior and those that predict buying to work with another vendor)?
behavior, is an emerging research science being pioneered 7. It takes customers a fairly long time to really trust and
by The H.R. Chally Group. depend on a new vendor?
8. Usually your customers will not just call in an order
It is a sophisticated process involving scoreable executive without at least occasional face-to-face contact?
interviews that lead to quantifying qualitative, open-ended
data. However, we have established key questions that can If you answered “Yes” to five or more questions, your typical
assist you in determining your customers’ basic needs. These customer is in one of the top two quadrants. If four or less,
are below. your typical customer is in one of the two bottom quadrants.
“... real-life business ... drives home an essential of sales force
Questions indicating Technical and Applications organization, but more than that–it links the sales force with
Needs: the buying habits of the customer ….”
1. Customers do not have an established system or
procedure to evaluate and purchase your product or William S. Arnett, Vice-President for Marketing and
Operations, Retired, United States Cellular Corp.
service?
2. Customers are biased toward buying from a prestigious Matching the Right Salesperson
name partly because they lack the internal expertise to Matching the right salesperson to customer needs, then, requires
evaluate or critique your product or service? an understanding of the four types of salespeople:
3. Customers recognize that the quality of technical
assistance and follow-up is more important than price? CONSULTIVE RELATIONSHIP
4. Your product or service is not so built into your SALES SALES
customers’ way of doing business that it is essential to
them?
5. You are perceived as one of only one or two sources CLOSING DISPLAY
where customers could obtain product/service? SALES SALES
6. Your product or service must be custom ordered?
4
FOUR SALES TYPES
5
FOUR SALES TYPES
6
SPECIALIZED SALES POSITIONS
7
SPECIALIZED SALES POSITIONS
Roles and Requirements of Specialized Sales TERRITORY SYSTEM SALES (Consultive): Demands
Positions the skill to develop business through effective lead generation,
qualification of profitable prospects, and tailored
INDIRECT FIELD SALES (via distributors or
presentations; willing to work long hours to meet objectives,
resellers): Acquires skills at training customers (on sales
sets ambitious goals and achieves them through effective
and programs), making joint sales calls, sales motivational
selling, and understands sales strategies and tactics
and presentation techniques, product knowledge, and the
ability to maintain repeat sales TERRITORY SYSTEM SALES (Relationship): Adapts
image to accommodate customers, gives personal attention,
NATIONAL ACCOUNTS: Strategic relationships are
and takes hands-on responsibility for assuring continued
built with major customers through initiative, a willingness
customer satisfaction; knowledgeable of sales strategies and
to work long hours, proactive assistance and support, a
pushes to set personal records in sales; comfortable with the
willingness to further develop technical competence, and an
recognition of a high-profile role
emphasis on sharing information that is pertinent and will
have lasting educational impact SYSTEM SALES SPECIALIST: Focuses on assuming
the leadership to learn customer needs and goals, stays
MAJOR ACCOUNTS (New Business Development/
continuously aware of the market and spends the long hours
Hunter): Demands individuals who can develop leads, find
it takes to influence and train others
opportunities, penetrate prospects and customers, and be
willing to put in long hours as well as problem solve and PRODUCT/SERVICE SALES SPECIALIST:
close Customers look for individuals who provide reliable
information, learn their business, know the market, and
MAJOR ACCOUNTS (Account Maintenance/Farmer):
communicate effectively while remaining dedicated to their
Requires excellent customer relations skills focused on
own sales results
working internal systems on the customer’s behalf, and
effectiveness at explaining and clarifying issues to the PRODUCT TRANSACTIONAL SALES: Demands
customer; this is driven by the desire to increase business initiative and perseverance to develop leads, qualify, and close
and the ability to work long hours when necessary to on an ongoing basis
accomplish that
OUTBOUND TELESALES: Necessitates enthusiasm for
TERRITORY PRODUCT SALES (Consultive): Focuses initiating calls (the opposite of call reluctance), and
on establishing a credible image, developing new business understanding the selling process; requires a disciplined and
through effective qualifying and presentation skills driven opportunistic approach, with the ability to qualify efficiently,
by the motivation to be an effective consultant respond to objections, and close
TERRITORY PRODUCT SALES (Relationship): Calls INBOUND TELEMARKETING: Requires an image
for a disciplined and systematic approach to goal achievement conscious vocal demeanor in a service oriented individual
and a focused response to customer needs in a service who is interested in learning the customer’s needs, solving
capacity, as well as effective communication skills and the problems, and making the appropriate (and profitable)
ability to work a sales plan in account penetration; removes recommendations
objections and gives permission to buy
HOW SPECIALIZED SALES POSITIONS FIT THE FOUR MARKETS
9
RECRUITMENT
The Tough Recruiting Questions: How Much to difference is slight. If you don’t have extensive classroom
Spend? How Much Experience? When to and on-the-job sales mentor training programs available, pick
an experienced pro.
Recruit From Competitors?
Spend as much as you would expect it would cost to cover Recruiting from competitors offers a two-edged sword. On
the actual replacement cost of a top salesperson leaving. the one hand, such candidates may already have many of the
That figure includes the cost of lost sales, start-up time, etc. necessary skills. On the other hand, if salespeople will leave
a competitor, they may well leave you also. The key issue is
If you have the time to develop a good recruiting program, whose fault was the transition. Strong “superstars” who
you will be able to focus in and increase your recruits’ left a company because their careers or commissions were
average level of performance dramatically. If you don’t have capped are a good source. Otherwise, be wary of competitors
the time, consider using good recruiters and give them a whose poor-to-average salespeople may simply be looking
clear picture of the kind of salesperson you need. for an opportunity that is going to be easier for them, rather
Experience is critical in relationship and consultive sales. It than an opportunity that is going to have greater potential.
usually takes at least three years for a motivated recruit to Also, be aware that many competitors’ jobs vary just enough
become the best. If you can afford that development time, from your own that negative transfer of skills becomes a
you may be able to pick candidates fresh out of school. If problem (e.g., people who had their leads generated for them
you can’t, choose experienced people. now have difficulty generating leads of their own).
Consultive selling is both the hardest and easiest to do. It is
Successful Recruiting: Three Steps
difficult because it depends upon a technical base which
comes naturally only to academic people, and easy because Good recruiting isn’t a matter of chance in the long run. By
it relies on a well-developed selling system (advertising carefully (1) analyzing what you need, (2) identifying who
support material, etc.) that has been carefully planned and likes to do that well, and (3) offering them the “reward” they
implemented. In general, you will find it easier to train the really want, you’ll set a company “image” that will recruit
technical skills than to train the selling skills, but the for you! Now you can pick from some of the best recruits
available... and they contact you!
Closing Display
1. Size of commissions 1. Flexibility of hours
2. Emotional appeal of product or service 2. Physical facilities
3. Glamour of product–“high status” is best 3. Image of the company or product
4. Sales training (OJT, not classroom) 4. Fringe benefits
5. Holiday and vacation accrued
6. Perqs (e.g., merchandise discounts)
10
INTERVIEWING
11
INTERVIEWING
cannot feign a false belief in the product all the time. A lack A Sales Example
of conviction leads to cynicism and, eventually, personal As we defined earlier, successful performance is supported
problems for the candidate. by a number of critical skills. Using a Cone Approach to
evaluate customer relations skill could flow as follows:
4. A Structured Interview Example
In terms of overall impact on the value of an interview, 1. General: Describe a long-standing customer relationship
“asking the right questions” is second only to understanding you’ve had.
what you are looking for in the first place.
2. Focus: What tactics have worked well to help maintain
For an in-depth interview, we at The H.R. Chally Group the relationship? Look for:
advocate a “Cone Approach.” • a recognition of situations which may become
problems in the future
When using this approach, the interviewer starts by asking • a focus on building goodwill
open-ended questions which focus on a characteristic sought • pro-activity in asking the customer for ways to
in the candidate. improve
• not allowing previous problems to bias how customers
As you can see in the following diagram, coning questions
are treated now
often start with the broad inquiry, “tell me about.” For
example, an opening question could be, “Tell me about 3. Specific: On a scale of 1 to 10 (10 = high) how would
yourself. How would you describe yourself in a work you rate your ability to nurture customer relationships
situation?” As the candidate answers, listen for areas of and why? Look for:
interest, and begin focusing downward in the cone. In our • willingness to listen to customer’s challenges and help
example, a more narrow, second-stage question might be, problem-solve even in unrelated areas
“What have been some of your biggest mistakes?” • helping customer stay abreast of changes that may
be of benefit
This last question would lead you to the bottom of the “cone”
• objective and cool-headed approach; not trying to
with a very specific follow-up question intended to pinpoint
impress for its own sake
what was learned from key mistakes as in, “What did you
learn from _____ (one specific mistake)?” In this example, 5. What To Avoid
what you are looking for is a person who owns his or her
In the United States, it is illegal for employers to disqualify
mistakes and can persevere in spite of barriers. Having
job candidates based on a variety of personal characteristics.
debriefed what went wrong in order to learn for the future,
For example:
your candidate has taken responsibility for fixing the
• Questions dealing with arrests
situation. It is this final point in the inquiry where you can
• Questions asking about citizenship
start forming conclusions about the candidate, drawn from
• Questions concerning a spouse, the spouse’s
specific answers to your pinpoint questions.
employment or salary, children and child care
arrangements, dependents, or pregnancy
The Cone Approach • Overly specific questions not likely to affect job
performance, such as health questions
General Tell Me • Questions dealing with marital status
Open-Ended About... • Questions about type or condition of military
Questions discharge
• Questions about whether applicants own or rent their
own homes
Focus On Areas It's interesting
That Your First For more information contact:
Of Interest
Job...Tell Me More
PO Box 20490
Dayton, OH 45420-0490
What did you learn from Telephone: 937 259-1200
Specific Questions
...? www.chally.com
12
CHECK BACKGROUNDS
14
VALIDATION
Validation Identifies Success Profiles that Differ by Company Specific Requirements, as in the
Examples Below
According to Chally's analysis of ABC Company position information, we have agreed that the following
Sales Skills are most critical to success in OUTBOUND TELEMARKETING:
According to Chally's analysis of ABC Company position information, we have agreed that the following
Sales Skills are most critical to success in NEW BUSINESS DEVELOPMENT:
According to Chally's analysis of ABC Company position information, we have agreed that the following
Sales Skills are most critical to success in the NATIONAL ACCOUNTS MANAGER position:
The key is making job satisfaction a result of productivity. A sales manager may also feel justified in doing this because
In a well-run incentive program, salesperson satisfaction he or she feels that selling is getting easier because
improves as a result of increased efforts and sales. Seldom management is doing a better job of advertising and sales
does job satisfaction lead to increased performance. support. This would probably be accepted by most sales
forces if the incentive program awards increase in value when
Mistake 2: Failing to Separate Novices From selling gets more difficult, such as in tough economic times.
Veterans
Mistake 4: Targeting Prizes Toward the Wants
Don’t use the same contest guidelines for both trainees and
experienced salespeople. During training, a salesperson is of the Entire Sales Force Instead of the High
still learning how to produce. The points awarded in an Performers
incentive contest, then, should be tied to the quality or Generally, one finds experienced high performers seeking
quantity of efforts. Award points for the number of calls independence vs. security and desiring rewards with some
made, leads followed, or increase in product knowledge. long-term underlying value. They usually prefer to satisfy
Trainees generally don’t produce impressive results. An many short-term needs themselves. They want to build long-
incentive contest that assumes they will can have a negative term advantages, such as hobnobbing with top executives
effect on trainees’ attitudes toward sales as a career. on an incentive trip, that will give them prestige and lead to
advancement.
Salesperson's Learning Curve Many less effective individuals look for easier to reach short-
term rewards and don’t like to worry about their long-term
performance. Slanting incentive awards toward top
performers may help alter such attitudes among the lower
rungs of the sales force. In closing sales, however, the short-
ACCEPTABLE LEVEL term rewards are critical since everything depends on
excitement and hoopla.
tougher on themselves than managers would. But because are based on the number of sales dollars accumulated. This
they are still members of the rank and file, the entire sales usually happens because Z is easier to evaluate than X, and
force will usually respect their decisions. You risk the exact managers are afraid to try out an untested system. Such a
opposite when managers set all of the standards and rewards. plan can rob the future to produce favorable short-term
results.
Mistake 6: Leaving Top Management Out of the
Plan Mistake 9: Forgetting That Good Salespeople
Incentives are an important part of the psychological Always Work for Their Own Good First, Not
gratification of the salesperson and, therefore, need to be the Company’s
given the recognition and esteem associated with top Sales managers are usually paid a set salary and so are
management. At the very least, include comments from the motivated by the prospect of promotion and advanced status
company’s president or chief executive officer in a in the company. They often forget that when skilled
promotional mailing to contest participants. salespeople are not performing up to par, it is because they
feel there is not enough in it for them. When choosing
Mistake 7: Being Inflexible incentive awards, then, be sure to find out what would make
Too often, contest rules and prize choices are clad in iron, it worthwhile to the salespeople. Sales force input is crucial
and it becomes impossible to improvise rewards that may be to all aspects of incentive planning.
more appropriate in a specific situation with a given winner.
For instance, a company once offered a top prize of a year’s Mistake 10: Being a Do-gooder
use of an automobile. It was won by an antique buff who Since most sales managers enjoy influencing other people,
owned classic cars that were all more attractive and they tend to pride themselves on improvements they see in
glamorous than the prize automobile and, because the car their sales forces. They have a natural tendency to spend
was a rental, it was not transferable. It had no cash value too much time on individuals who are poor performers and,
and the winner gained no satisfaction from winning the prize. therefore, more in need of improvement. This tendency,
popularly called “do-gooder” management, has no place in
Mistake 8: Hoping for X While Rewarding Z a successful incentive program. If you are a do-gooder, fight
Make sure to gear incentive rewards to reaching the the urge to make special concessions to poor performance.
company’s real goal. Many sales managers will talk about
goal X but go on to design an incentive plan predicated on For a more detailed discussion of incentive mistakes and the
reaching goal Z. For example, a sales manager kicks off a most common ways to frustrate “superstars” and send them
to your competition, contact The H.R. Chally Group. Request
contest by telling salespeople they need to develop long-term
“10 Incentive Mistakes to Avoid at All Costs,” reprinted from
customer relationships. Then he reveals that incentive points
Sales and Marketing Management Magazine.
PO Box 20490
Dayton, OH 45420-0490
Telephone: (937)259-1200
www.chally.com
18
CHALLY ASSESSMENT
19
CHALLY ASSESSMENT
Features Benefits
1. Focused Sales Objectively pinpoints only the skills for the specific position that
affect bottom-line results
2. Description of “On-the-Job” Behavior Rather Than Focuses on specific behaviors that affect results, and that can be
Abstract “Good Guy” Characteristics observed and coached
4. Quantified (Numerical) Skill Measures Predicts actual level of performance in comparison to present force;
provides firm instead of vague or hedged recommendations
5. Coaching Tips For Weaker Skills Provides immediate targets for development based on
recommendations from top performers
6. Dedicated Customer Service Consultants Your Consultant will acquire experience with your company in
your market
Single contact response to any questions, concerns, or service
needs
7. Quick Turnaround Fewer delays and loss of good candidates
8. Hidden (Not Obvious) Scored Items and Built-in Discourages attempt to manipulate the assessment results
Validity Scales Adjusts scores of “fakers” to better reflect actual on-the-job
behaviors
Permits non-monitored administration of the test
9. Report For The Candidate Available Provides results review vehicle at hiring when candidates are more
receptive
10. “Screen” Reports Available For Validated Positions Reduces cost to evaluate non-qualified applicants
11. Selection Audit Selection scales adjusted periodically to reflect new needs or
market changes
Added Value
“Chally assessment profile is reliable, insightful and
Good products are only one element of Chally’s commitment
responsive…They are indispensable in our hiring
to customer satisfaction. Our customer service includes:
process…We will never override the Chally
• Dedicated consultants focused on your market
recommendation…when we did in the past we regretted
• Assistance in selection related topics such as
our decision [and] they go the extra mile in serving our
interviewing, recruiting, or coaching
needs.”
• Individual consulting as requested, to fit specialized
sales or marketing requirements Jack Matthews, President, ENVIRONETX
• Tailored profiles for all positions with a large enough
number of incumbents to statistically validate “You often exceed our expectations…Thanks for your
• On-going tracking to refine selection criteria efforts on our behalf.”
“Chally assessment profile…not only provides us with a solid Philip T. DeRing, President, CDI
prediction of how successful a candidate would be, it also
provides guidance to develop internal candidates for future
positions.”
Donna Jurek, Human Resource Manager, ADT
20
CLIENTS
21
The H.R. Chally Group
Corporate Headquarters
PO Box 20490
Dayton, OH 45420-0490
Telephone: (937) 259-1200
Fax: (937) 259-5757
E-mail: chally@chally.com
www.chally.com