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The Sales Resource Center

Kahle Way Distributor Selling System

Kahle Way Business to Business Selling System

 
 

The Profile XT™, and the powerful sales-focused Profiles Sales Assessment™, are designed to help you hire better sales people by matching the person's aptitudes to the specifics of the job.

As sales experts, we understand that sales is different from other professions, and that each sales position is unique and offers specific challenges. Challenges that call for a unique combination of aptitudes in those who will excel.

To help you make that high-potential match, we have created proprietary job match patterns for jobs we regularly encounter. As an alternative, we can help you create your own profile of your high-achievers, against which you can match all future sales candidates.

We have proprietary job match patterns for these positions;

  • Inside Sales
  • Manufacturers Selling Direct
  • Service Sales (Business-to-Business)
  • Distributor Sales of Capital Equipment
  • Distributor Sales of Consumable Products
  • Manufacturers Selling through Distributors

The assessments are broken into several parts. They investigate behavioral traits, occupational interests, and thinking style as a part of evaluating how an individual fits into a particular job. By reviewing broad areas of occupational interests, behavioral traits and thinking style, we expand our ability to discover which areas will be most effective in determining job fit for a given position. By attending to each of the three areas, we enhance the opportunity to identify the factors that will lead to the best job fit.

The outcome of the assessment provides accurate and useful information for pre-employment screening or placement and for occupational and career guidance.

The results are organized into an easy to follow report with charts, graphs and an overall match of the candidate to the position based on the Job Match Pattern you have created.

The "Total Person" Assessment

The Profile XT™ and The Profile Sales Assessment are "Total Person" assessment. They measure the job-related qualities that make a person productive - Thinking and Reasoning Style, Behavioral Traits, and Occupational Interests. They are convenient and easy to use on the Internet - no administrator or proctoring is required.

The Profile XT™ is used for placement, promotion, self-improvement, coaching, succession planning, and job description development. Our clients tell us The Profile XT™ is three to five times more effective than any other assessment they have used. It is a versatile management tool that develops Job Match Patterns (see below) that can be customized by company, department, manager, position, geography, or any combination of these factors.

The Profile Sales Assessment is used for placement, promotion, etc.. for Sales People.

Job Match Patterns Make the Difference

Job Match Patterns are effective because they compare the qualities of your job candidates to the attributes of your most productive employees. The patterns tell you whether candidates are like or different from your top performers. A study published in the Harvard Business Review concluded that Job Match more accurately predicts job success than any of the commonly accepted factors, such as education, experience, or job training. Matching people so they fit the work they do builds productivity and job-satisfaction and diminishes negative factors such as stress, tension, conflict, miscommunication, and costly employee turnover.

Several Valuable Reports

The Profile XT™, and the Profiles Sales Assessment™ produces these informative reports:

  • Individual Reports - An Individual Report is used for personal growth and development. It describes a person's attributes and gives insights to improve job performance and productivity.

  • Placement Reports - A Placement Report is used to put the right person in the right job. It gives employers assessments of job candidates' thinking style, behavioral traits, and occupational interests, giving the candidate's percentage match to the company's top performers. The report also suggests questions interviewers can ask to help determine a candidate's suitability for the position being filled.

  • Succession Planning Report - The Succession Planning Report lets you look into the future. It compares a person to all of the jobs in your company and indicates those where they have a good job match. With this information, you can help employees prepare for greater responsibilities by making sure they acquire the skills and experiences they will need in order to perform competently the jobs they will fill in coming years.

  • Candidate Matching Report - The Candidate Matching Report is helpful for narrowing your search as you seek to fill a position. It compares the attributes of several candidates to your Job Match Pattern and, at a glance, shows you which of them have the highest Job Match Percentage. Then, by closer examination of the top candidates' Placement Reports, you can easily determine which of them you want to interview and graduate to the next steps in your hiring process.

  • Coaching Reports - Coaching reports are a manager's guide to helping the people they manage develop better work habits. The report has suggestions for improving employee performance so it approaches the productivity of the company's top performers. Using the reports to direct the development of employees enables managers to develop their leadership abilities.

  • Job Analysis Reports - The Job Analysis Report describes in great detail, the type of person who has the right qualities and characteristics to fit a particular job. This report complements a standard job description that details the skills and duties the job requires. Used together, they contain a Total person approach to explaining the requirements of a particular position.

  • Summary Reports - They give you a "snapshot" of essential information about employees and job candidates.

  • Graph Reports - A visual representation of Job Match data.


Easy to Use

The Profile XT™ and the Profiles Sales Assessment™ are conveniently administered on the Internet, so you can assess employees and job candidates anywhere there is Internet access. Other administration options are available on request. Results are available immediately and can be shared with decision makers in any of your company's offices, anywhere in the world. You can retrieve any or all of the variety of Profile XT™/PSA™ reports at no additional cost. Results are immediate thanks to computer technology and you get your requested reports in minutes.

Use with Complete Confidence

The Profile XT™ satisfies all requirements of the EEOC, the ADA, the DOL, and the Civil Rights Act. Both are designed and developed to be specifically job-related and has been validated in accordance with American Psychological Association standards. The Profile XT™ is validated to be age-blind, gender-blind, and ethnicity-blind. It measures only those factors relevant to selecting the best people to fit the requirements of specific jobs.

The Profile XT™, and the Profiles Sales Assessment™ is the One to Use

The Profile XT™, and the Profiles Sales Assessment™ are much more than assessment. They give you customized Job Match patterns, suggests relevant interview questions, yield a percentage match when comparing a candidate to your top performers, provide a detailed positive analysis of the individuals you assess, and can provide thousands of "experienced" Job Match Patterns for use in developing your own patterns.

The Profile XT™, and the Profiles Sales Assessment™ is the assessment to use for a thorough analysis of people, job responsibilities, and job match. They are an extremely valuable management tool that will help you build a stronger, more productive organization and reach your important goals because you are putting the best people in the best jobs.

 
The Profile XTTM Sample Report

To receive a Profile XTTM sample report and pricing information, provide the information requested below and press the "Send Now" button. Within a few minutes you will receive the report via email auto-responder as an Adobe PDF attachment.

First name:
Last name:
Title:
Company name:
Phone number:
Number of salespeople (inside and outside):
Number of new hires you plan to bring on this year:
E-mail address:

 
Profiles Sales Indicator

Profiles Sales Indicatoris a tool for selecting, managing, and training salespeople. It measures five key qualities of successful salespeople and predicts performance in seven critical sales behaviors. Using the Profiles Sales Indicator to build and develop a sales organization can result in record-breaking productivity, retention of top performers, and exceptional profitability.

{Learn more....}

Profiles Customer Service Perspective

Profiles Customer Service Perspective™ A tool for making sure everyone in your company is on the customer service team. Just as a chain is only as strong as its weakest link, a thoughtless remark on the phone or not attending to a customer's needs can result in the loss of business. Everyone needs to be concerned with customer service.

{Learn more....}

The Profile XT™ Case Studies

The Profile XT™ in Use by a Travel Agency

A travel agency conducted two studies between March 2001 and September of 2002. The intent of the first study was to identify trends based on performance data and the relationship of these trends to the Overall Job Match Percent on The Profile XT™. The second study focused on analyzing turnover rates and the use of The Profile XT™.

Study Summary: Performance Issues
By selecting candidates based on an objective Overall Match on The Profile XT™, more top performers can be selected than bottom performers, saving on training budgets and enhancing overall sales performance. The process of identifying top performers through the Job Match Pattern (see below) is definitely a valid means for improving productivity of a sales department.

Study Summary: Turnover Issues
During the study, one hundred and eighty-one new employees were hired, while twenty-nine separated from the company. This represented a 43% reduction in turnover (down to 16% turnover from the pre-treatment rate of 28%). The company reported a savings of $330,000 in hiring costs alone. The process of identifying top performers through a Job Match Pattern proved to be a valid means for selection and retention in the study.

The Profile XT™ in Use in a Retail Company

A retail office supply business conducted this twenty-two month study, January 2001 through October of 2002. The focus was on turnover and performance for their corporate account managers and their relationship to Job Match on The Profile XT™. Three hundred and seventy account managers were used for this study.

Summary
Matching to a well-developed Job Match Pattern helped to decrease turnover, save money and save training time. Additionally, top and bottom performance could be predicted before a candidate was selected and this greatly enhanced sales for the company. The process of identifying top performers through the Job Match Pattern was definitely a productive means for selection and retention at this company.

The Profile XT™ in Use in a Bank

Preparing for Challenges: Banking Information
The prudent business owner routinely maintains reserves of cash and credit in some banking arrangement, against the possibilities of unforeseen crises and business challenges.

Most of us would also agree that our people are at least as important to our business as our cash flow, and that excellent people are more difficult to acquire and maintain than cash or credit...yet, we rarely see a business that has carefully maintained a reserve of people, or systems to efficiently replace a key person in a crisis.

Just as saving and preparing is critical to the financial side of the business, saving information and preparing for its use is critical to the people side. When times are good, or when you know you have a good person in a critical job, the time is ripe to collect information, and bank it against a time when you might need to fill that position with someone new. An ongoing program of assessment, measuring both your people in place and your flow of applicants, will position your business to respond quickly and effectively when you lose an employee for any reason. A great replacement may already work for you, or may reside in your stack of applications but unless you have collected the information, and know where to find it, it's of no more use in crisis than a coffee can of cash, lost somewhere in your back yard!

The Profile XT™

Step One Survey IIOur Assessment Program isn't working
If your assessment program appears to be having less effect than you anticipated, or no effect, or (worse) a negative effect, it is time for a thorough checkup! Here is a list of questions for your assessment program checkup:

Do you actually have a program? Examine the process your business is using to administer and apply assessments: Are the procedures written, consistent, and used as designed?

Are you using the assessment results to affect your decisions?

Too often, close examination of the usage of assessment information exposes the fact that results are simply being ignored, under weighted, or "explained away" by the people on the front lines of the decision process. A simple analysis of a prescreening program, for example, will often reveal that there is simply no significant difference in the assessment results of those hired and those not hired after assessment. In these cases, the front-line decision makers may well believe that they are using the information, and will often passionately defend the reasons that assessment information was not used in specific decisions.

Is each assessment being used appropriately ?

In the Department of Labor's Testing and Assessment: An Employer's Guide To Good Practices, this is a cardinal principle. Use assessments as they were designed to be used, and for purposes that were tested in the validation process.

Are your outcome measures job-related, specific, measurable, and repeatable?

The selection of outcome measures is critical to the success of your program. The less subjective your outcome measures, the more likely you will be to properly implement, adjust, and maximize your program. Beware of "fuzzy" measurements, like managers' opinions of effectiveness, self-scoring of variables like happiness and satisfaction, and correlations with other variables that may have low reliability of their own.

Are you using a "whole person " approach?

Referring to the DOL once more, this is a crucial question. Assessment programs are, at the most basic level, simply intended to provide information. Information, from any source, is subject to error.

Therefore, it is important to have information from a variety of reliable sources, and any single assessment's information should be combined with information from other sources, to minimize error and increase the probability that a good decision will result.

Complete this checkup now , and repeat it at regular intervals.

Designing and implementing an assessment program is a process, not a single action. Constant review, continuing measurement, and an open mind are the hallmarks of an assessment program that works !


The Profile XT™ Case Study by Steve Woods of Workforce Metrics

JOB PATTERNS MUST CHANGE, IF YOUR BUSINESS HAS CHANGED! CASE STUDY

Assessing your top performers, and using their data to create job patterns, are processes well-known among users of the Profile XT™ and Profiles Sales Indicator. If you can go beyond the standard procedures, and if you know your business well enough to reach for change, you may be able to analyze your job patterns in relation to shifting demands of your market and position your company for even greater profitability!

Here's how one company leveraged their data into the largest increase in sales they have seen since the end of the boom economy of the late 90's.

This company manufactures and distributes industrial trade show displays, from simple table top props to those spectacular two-story monsters we see at major conventions. They survived the recession of 2001 the way many businesses had: they laid off employees, reduced overhead and held onto only their top performing sales staff. With the economy warming up, the CEO and General Manager saw the need for additional sales reps, but recognized that they could not afford the rate of turnover they had been comfortable with in their halcyon days.

Our task: help them reduce the probability of turnover of new sales reps by creating a job pattern using the Sales Indicator and Profile XT™. With precise criteria in place for selection of "top performers", five of their nine sales reps took both assessments. We then created the Job Analysis Reports (pattern studies) and met to present them to our client.

"Well, this pretty much explains everything" said the CEO to the GM at the end of our presentation. "Yeah," quipped the GM, "no wonder sales are flat!" All of the benchmarks of the Sales Indicator were at the lower end of the five scales, and the personality picture that emerged from the Profile XT™ had a relatively laid-back theme as well. In the discussion that followed, an important issue emerged: While every sales rep in the pattern study was indeed a clear-cut top performer from the standpoint of sales volume, a careful analysis of their activities revealed a critical fact: the vast majority of their sales were simply re-orders from (long lists of) old clients. These 'veterans' as we came to refer to them (all had been employed from seven to thirteen years) were making money for the company, but the business wasn't adding new clients, even with the economy presenting new opportunities!

We asked more questions, and the CEO and GM agreed that their market had shifted in the last two years: More competition, less budget for trade shows, and higher expectations. In short, the successful sales rep of today needed more hustle, more drive and more smarts to close a sale. They needed a 'new breed' of people if they were to see the company grow once again.

Through a careful and time consuming process, we helped them modify their success patterns, to reflect their new needs. Seven new sales people were hired, using the revised job patterns. The results of this effort were dramatic: First, after three months, all seven new sales people were still on board. In the past, sales turnover was nearly 50% per year, 75% of that within the first forty days of employment. Second, the new sales reps were closing their first sale in less than half the time of previous years. In the past, it had taken an average of four months to "first close." All seven of the "new breed" closed a sale before their seventieth day on the job. Finally, the GM reported quarterly sales were higher than any quarter since 1999!

Job Patterns are powerful tools for selecting people who fit your jobs. If you have a clear idea of how jobs have changed, they can help you select people to meet those changed needs.

Developing a set of job patterns to profitably lead you through changes in business conditions is not an easy task, and not for the faint of heart-but the alternatives (clinging to the status quo or blindly making changes on "gut feel") are no less daunting, and a lot less likely to bring you to new levels of success! Consult with your Profiles Representative to discover what has changed in your business, and how can you identify people who will help you succeed in the changed competitive arena?


The Profile XT™ in Use by a Credit Union

This twelve-month study, conducted by a financial institution, ended in March 2002. The focus was on turnover for a credit union's Member Services representatives and its correlation with scores on The Profile XT™.

Summary
This data suggest that had only those who scored an overall Job Match Percent of 75% or greater been hired, the turnover would have been 25 percent (25% x 60 hires x $6,000 each hire = $90,000 turnover cost). This would have resulted in a savings of $198,000.

Profile XT™ Case Study for Technical Manual Company

A study for a large, nationwide sales company is presented in the Technical Manual as a typical application for The Profile XT™. The results demonstrate how The Profile XT™ produces information that significantly improves the employee selection and placement process within an organization. More importantly, this process improvement saves companies a substantial amount of money and time.

The employer initially provided a list of the 12 top performers so that they could be used to develop the Job Match Pattern. The criterion was from an in-house process that the company routinely uses to assess the performance of their salespeople.

The standard software was utilized to build a Job Match Pattern using the 12 top performers. This was done using the software's integral Concurrent Study process. The resulting Top Performer Job Match Pattern was used for all subsequent job matching.

All subjects (including, but not limited to the original set of top performers) were matched against the resulting Top Performer Job Match Pattern with a 79% or greater match designated as an acceptable matching point. Analysis yielded the following results:
  • Of those twelve Top Performers identified by the employer, 92% matched the pattern at or above the matching point.
  • Of the 15 bottom performers (as identified by the employer), only 20% matched the pattern at or above the matching point.
  • Of the remaining subjects who were identified as performing in the middle range, approximately one-half matched the pattern at or above the matching point (selection rate, 52%).
To summarize this study:
  • Approximately 9 out of 10 of the top performers were selected as a good match to the Job Match Pattern while 4 out of 5 of the poor performers were not selected.
  • While only 54% of the current salespeople were selected as a good match to the Job Match Pattern, 92% of the most successful salespersons were included in that selected group, and only 20% of those who seem to be challenged by the position were included.
  • More than half of the salespersons selected were proven top performers (52%).
Additional Studies
Users of The Profile XT™ frequently report the results of applying Job Match Patterns to help resolve difficulties in their businesses. Very brief summaries of a few of these studies are reported here to demonstrate the effectiveness of this assessment in actual use.

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Articles

  • Improving Your Sales Force - Can You Beat the 80/20 Rule?
    by John W. Howard, Ph.D.
    Most everyone has heard of, or experienced the 80/20 rule - 80% of the sales come from 20% of the salespeople. For businesses with five or more salespeople, it is very common to discover that the top producer generates 3 or 4 times the production of the bottom producer, and it's pretty obvious that it would be desirable to have more top producers! For businesses with only 1 or 2 salespeople, it's even more critical that these positions be filled with top producers. While few experienced sales managers doubt the "rule", equally few know what causes it, or how to fix it.... [Read more]

  • Which Test Should we Use?
    by Jeff Schroer
    Psychometric assessment products exist in great variety and quantity. Many businesses have employed assessments to support their recruitment, retention, development, and succession planning strategies. However, few are aware of the U.S. Department of Labor's position regarding the use of tests and assessments in areas of employment. They provide 13 basic principles that employers should follow when considering and/or designing an assessment initiative.... [Read more]

  • Job Fit or MisFit? Performance Based Dismissals
    by Jay Werth
    I'm sorry, but this just isn't working, I think it's best if we part company. Have you been on the giving or receiving side of that statement? Do you recall the unpleasant sense of regret, the foreshadowing and worry that led to those words? A performance-based dismissal is typically preceded by a period of discomfort when everyone realizes there's a bad fit to the job. Remedial steps may be taken in the interest of fairness, but there's a sense that the situation will not improve..... [Read More]


  • Does Your (Hiring) Elevator Go To The Top?
    by Jay Werth
    Think of the hiring process as an elevator ride, and your manager as the elevator operator. Job candidates are people trying to squeeze into your elevator. The load of all these passengers puts a strain on the elevator and your manager who must also attend to other pressing issues. It's tempting for your manager to quickly eyeball the passengers, letting only a few of them onto the elevator at the first floor and turning away the majority.... [Read More]

  • Job Growth Low - Productivity Up - Jobfit is Pivotal Factor
    As the first quarter wound to a close, the government not only reported meager job growth for March, but also revised the already-anemic numbers for the preceding two months-downward. While economists debated whether the numbers were accurate, many maintained that the methodology missed the thousands of new micro businesses being created by former employees turned entrepreneurs.... [Read More]

  • Reducing the Interview Workload
    Traditional hiring systems (application, interview, reference checks, selection) are notoriously ineffective in producing quality hires. Not as obvious is the amount of valuable time and productive energy that is wasted on outdated hiring systems. A recent survey of over 100 businesses recently produced enlightening results. Each new hire required interviewing between three and ten candidates, the number of interviews per candidate varied from one to four, and each interview required from one to four managers' participation.... [Read More]
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Profiles XT™ Testimonials

"We have been using Profiles Assessments since 1993 and I want to compliment you and your company on the constant development of new products and the improvements you have made through the years. The Profile gives me information about our people that is not just "on target," it hits the bulls-eye every time. Using The Profile, we are improving productivity and the efficiency of every employee. It is an incredibly effective tool that I wholeheartedly endorse and recommend."
                 James M.D. Maloney, President - United Freight Service, Inc.

"In a small company it is absolutely essential that the incoming people have the character and temperament to fit in. Public Relations is pressurized enough without having to sort out internal staff and personality clashes caused by hiring people with the wrong fit. As a small company, I would now never consider hiring anyone without first running them through the Profile."
                 Ronnie Simpson, Managing Director

"The Profile Assessment has enabled our company to benchmark the performance standards in our sales executives so that we can strive to hire the best most productive candidates in the shortest amount of time. It saves us about $45,000 each time we can avoid hiring the wrong person. In addition, the Internet application with onscreen administration, instant analysis and report generation makes administration very easy and efficient."
                 Howard Falkow, Director of Human Resources

"We used The Profile when hiring 141 people in the 18 months following its implementation and all but one of these hiring decisions have proven to be excellent - resulting in an incredible 99.3% hit rate in terms of identifying and hiring productive and retainable team members. The information provided by The Profile has been key to achieving such a high number of new hires who immediately settled into their roles as productive team members. As soon as we began to use The Profile in the hiring process we immediately got feedback from our trainers that those recruited with the aid of The Profile were much "more trainable" and took to their responsibilities much more quickly. We are currently implementing programs to ensure that we make even more use of the Coaching, Training, and Succession Planning outputs of the Profile in the ongoing management and development of our people."
                 Michael Owens, HR Director

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Frequently Asked Questions?

Q. What does the text provide?

A. Information about a candidate's:
  • thinking and reasoning
  • behavioral traits
  • occupational interest
Q. How much time does it take to administer the assessment?

A. It only takes about 60 minutes for the candidate to complete the entire assessment, once they are finished it is scored immediately so you get the results very quickly.

Q. The case studies often refer to a "Job Match Pattern." What is it?

A. A Job Match Pattern is a blueprint we create based on those people in your company who do their job the best - your top performers. Many companies claim the assessments they offer already contain what it takes to measure successful people in your industry, geographic area, or the open position in your company. This is entirely speculative! The fact is that all employees are different, each have specific characteristics that allow them to excel in certain jobs and fail in others. To have an accurate Job Match Pattern, you must test your top and bottom performers to understand what makes them successful in their jobs. The results are compiled and a Job Match Pattern is formed. You now have the best benchmark that can be used as a tool to hire top performers, based on the pattern built around the characteristics of your best employees. For additional information call us at 800-331-1287.

Q. Is the Profiles XT™ customizable for my company?

A. Yes, the Profiles XT™ can customized by company, position, manager and geographic region using a Job Match Pattern (see question #3 above).

Q. From where does the assessment get administered?

A. The Profiles XT™ Survey can be administered from any computer that is connected to the internet.

Q. For what is the Profiles XT™ assessment typically used for?

A. The assessment is most often used as a pre-hire or post-hire tool to provide useful information or as a tool for...
  • placement
  • promotion fit
  • coaching and self improvement
  • succession planning
  • job description development
Q. When was the last validation study done for the Profiles XT™?

1999, 2000, 2001, 2003


Q. Can the Profiles XT™ be used to create hiring bench marks for my company?

A. Yes, the assessment can be used to create hiring benchmarks to help you obtain top performers. In most cases, the people already working within your organization represent the best and worst examples of who you look for in new hires. Based on this we can utilize the assessment by testing your existing top performers and bottom performers to create a benchmark to compare any possible candidates. For additional information see the Job Match Pattern question above or call us at 800-331-1287.

Q. How much does it cost?

A. The fee structure depends on the quantity of assessments that you purchase. To get a full outline of the cost, request a sample report.

Q. How many people can I put through the assessment?

A. As many as you would like. Just make sure you have the name and email address of each applicant. We want you to be able to differentiate the assessments you will receive.

Q. What if I don't want the participants to receive the assessment, I just want them to take it in the office?

A. You can have the assessments sent to you, your human resource director, or your testing center. When you purchase the assessments, you will need to tell us to what email address you want each participant's assessment login information sent.

Q. Will I need the sales applicant to come to our office and sit at a computer?

A. No, as long as you have the applicants' email address, you can have them take the assessment on their time, not yours! Upon completion of the assessment, you will receive the results immediately. The applicant will not see the results.

Q. After I purchase assessments, how soon can I start putting people through them?

A. You will be sent instructions and a link to the testing center after you have purchased your assessments. Please allow one business day for the assessment to get to your applicants.

Q. Who will get the assessment(s) upon completion?

A. Upon ordering your assessments, you will be asked to put in the email address of the person to whom you would like the results sent. In most cases, this is the person doing the hiring (Yourself, Human Resource Director, Sales Manager, etc...).

Q. What specifically does the Profiles XT™ measure?

A. The assessment measures the total person, this includes...
  • thinking and reasoning
  • behavioral traits
  • occupational interest

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Cost of Hiring a Mistake -
free download

"When an employee leaves you, ...you're going to lose 2½ times the person's annual salary, whether they're entry-level or senior
management."

- Dr. Pierre Mornell, as quoted in Nations Business

What does it cost you to make a hiring mistake? You can use this simple Microsoft Excel Spreadsheet to calculate the cost.

To get a copy of the spreadsheet simply put your name and email address where noted below and press the "Send Now" button. Within a few minutes you will receive the spreadsheet via email auto-responder as an attachment.

First name:
Last name:
Title:
Company name:
Phone number:
Number of salespeople (inside and outside):
Number of new hires you plan to bring on this year:
E-mail address:
 

The Sales Resource Center

 
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