Sales Ability Test
The cost of a mishire for a sales role can be anywhere between 5-20K depending on level of role and time it takes to move them on. Many Sales managers & business owners know only too well how damaging to a business a mishire can be in sales.
Consider the following: Time of manager in training / hand holding - what's their hourly / daily cost? Loss of sales/profit due to wrong hire and lastly, the actual cost of their base salary. (This is excluding agency fee's)
Below is the result of our 10 minute on-line psychometric sales test that your new sales person should take before they start.
Cost is € 95 + VAT.
Applicant Name: Patrick Reid Company: SalesJobs.ie- Sales Test Online
Test Date: 2019 June 06 4:23:14 PM
Suitability Rating: Excellent (80%-100%)
Recruiter Note: Candidate's personality traits are not very obvious. Closer, prospector, incentive oriented. Assertive, self confident, competitive, direct. Independent, self-directed, venturesome, risk oriented. Persuasive, people oriented. Impatient, sense of urgency, thrives on change, decisive, quick to act. Results and goal-oriented. Drive for achievement, entrepreneurial.
MOST SUITABLE SALES POSITIONS
LEAST SUITABLE SALES POSITIONS
10Assertive, take-charge, risk-taker, ego, outspoken, direct, competitive, need to win, incentive oriented, entrepreneurial, results and goal oriented.
10Needs interaction, persuasive communicator, optimistic, enthusiastic.
10Impatient, pro-active, multiple-tasks, sense of urgency, needs quick results, change/variety, nervous energy, restless.
10Independent, self reliant, lax with rules procedures and guidelines, resistant to supervision, risk oriented, incentive oriented.
10Makes logical decisions quickly and independently. Not afraid to make risky decisions.
10This individual has a very high energy capacity, which means that if he/she decides to do so, is capable of regularly investing very long hours in his/her work without difficulty.
10Has the assertiveness and people orientation found in effective prospectors.
10Has the assertiveness and risk orientation found in effective closers.
Organization/Attention to Detail
10Competent with some detail but de motivated and weak when detail is emphasized.
Response to incentives/commissions
10Will respond well to incentives/commissions-incentive oriented.
Need for Direction
10Responds best to general direction, but may be too independent.
10Not unduly prone to turnover (job-hopping) but unafraid to change positions.
Recruiter Note: Candidate's traits are not very obvious; i.e. are present in small amounts. This is an assertive, self-directed and impatient individual. He/she tends to be results and goal-oriented and will tend to have a drive for achievement combined with a distaste for structure such as policies, procedures, guidelines and rules. He/she is outgoing, therefore, will attempt to be persuasive in his/her communications with prospects but can become more authoritative and direct. His/her communication style should be thought of as 'an iron fist in a velvet glove'.
He/she has very little fear of failure and this, combined with his/her assertiveness, means that he/she is suitable for sales positions that are risk oriented or 'entrepreneurial' in nature. He/she is motivated by challenges and busy positions with variety and incentives. He/she has a sales style that is found in strong closers. This individual has a very high energy capacity, which means that if he/she decides to do so, is capable of regularly investing very long hours in his/her work without difficulty.
He/she will become bored with routine, repetition and detail. He/she is basically a logical and disciplined person so he/she is capable of handling some detail if he/she perceives its importance, but can be weak with details if they are emphasized in the position. To motivate and manage this individual, it is best to give him/her authority and responsibility to 'run the show'. Put him/her in positions that are busy and need the ability to 'multi-task' and necessitate a deadline and bottom-line orientation. Communicate with this individual in a straightforward manner and let him/her work without too many restrictions. If possible, offer some incentive as part of his/her compensation system. Keep the details to a minimum or provide someone to whom this person may delegate details.
Pre-Hire (Interview areas, reference check areas, red flags/potential problems):
Post-Hire (Areas to train, areas to develop, how to manage and motivate):