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Sales Case Study
Situation
The predominant business issue the client faced was to reduce the costly turnover
within their sales group, both internal and externally. Rather than simply do
business as usual, hoping to hire ‘A’ Players through the same old interviewing
process and trusting their gut to make the best choices, the client was open to
a better process.
Approach
The initial approach was to the senior sales management of The client with
a simple question: “How would you like to ‘Crack the Code’ of what makes your
most successful people outperform everyone else and have a GUARANTEED way of
replicating this for every potential new hire going forward?” The response was
an enthusiastic endorsement as each person hired was a critical asset to their
company and they invested considerable time and cost. To have this investment
protected upfront and not incur unnecessary expense was critically important.
Solution
The initial phase was to develop a profile of the critical success criteria
necessary for someone to be successful in the given job. This phase was
customized to the exact requirements which the client’s sales group needed
to be successful, separate from any other sales group, industry or company. Once
identified, these characteristics were developed in a sales template and
distributed to the entire sales team nationally. Once the profiles were
completed, the next phase was to identify the ‘top’ ‘middle’ and ‘low’ sales
performers based solely on objective performance. We then correlated the
behaviors of the top performers into what was a clear differentiation to
those of the other groups. The revised hiring template was initiated
based on these results.
Client Benefit
The client’s Retirement Services group now has a proven, tested behavior model
to support them in their hiring initiatives. While the PeopleDNA™ model developed
on their behalf is not the sheer determinant of hiring, as experience and skills
play an important part, it does provide an insight into the future success
and ability of the individual. Hiring mistakes are minimized if not avoided
all together, people are on-boarded quickly and start producing faster and
there is a clear plan for coaching people to improve all due to identifying
their core behaviors prior to hire.
Financial Impact / Return on Investment
Increased effectiveness and realized process improvements through the
PeopleDNA™ model. The costs per hire will continue to diminish. Ongoing
cost savings are being calculated and should result in a near 1000% ROI for
the project.
Application of Strategic Resource Management
The following table depicts the core elements of Ray & Barney Group’s
Strategic Resource Management that were applied to this engagement.
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