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Telesales Representatives

December 2, 2009

Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Telecommunications
Position: Telesales Representatives (Outbound)
Results
The top performers achieved on average over 5 times greater sales than bottom performers.

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Criteria:
This statistical analysis is based upon a PI® job validity study conducted with 195 Telesales Representatives. PI® Validity Studies are designed to determine the statistical connections between PI® profiles and job performance. The quantitative measurement criteria is based on number of sales per week over a three-month period

Industry
The client company is a telecommunications provider offering local and long distance service to residential and small business customers across the U.S..Position
Telesales representatives are responsible for calling prospective customers and attempting to sell them various calling plans.

Analysis
In examining the difference in the PI® patterns of the top and bottom telesales representatives, the two most significant factors are the B Factor (Extroversion) and the D Factor (Formality). The superior-performing telesales representatives are more outgoing, optimistic, empathetic and socially-poised (Higher B) and relatively more informal, flexible, and comfortable with the unexpected (relatively Lower D). Throughout their interactions on the phone with a customer or prospect, they will be more persuasive and friendly, will be able to connect with people on a social basis, and will be comparably more enthusiastic about the products and services that they are selling.

Because of their Lower D Factors, these top-performing telesales representatives are more casual and easy-going, more tolerant of risk and uncertainty. They are better able to withstand criticism and potential rejection from customers and prospects, keeping the dialog going smoothly through objections or even after “not interested.”

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In-Store Sales Representatives

December 2, 2009

Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Retail
Position: In-Store Sales Representatives
Results
These top performers achieve over 310% more sales volume than the bottom performers, averaging over 6 million dollars in additional sales
volume.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 61 in-store sales representatives. PI validity studies are designed to determine the statistical connections between PI® profiles and superior job performance. Quantitative Measurement Criteria is based upon total sales volume as measured in quarters 1, 2 and 3 of 2002.

Industry
The client company is a nationally known consumer electronics retailer. Products sold include televisions, DVD players, and home, portable and car audio/visual products such as wireless phones and car stereos.Position
In-store sales representatives interact with customers to sell them audio, video and mobile electronic products, and to provide those customers with a high level of service.

Analysis
The results of the PI® analysis indicate the top sales performers for this retailer are statistically differentiated by their Higher A Factors (Dominance) and Lower B Factors (Extroversion). These factors indicate that top-performing reps will view the sales process as a “problem to be defined and solved”, consequently asking a series of diagnostic “what, how and why” questions. This process, along with a boldness in asking questions the customer didn’t think about and a willingness to take some calculated risks in the sales process, enables reps to help customers consider their entire “home entertainment experience”, as opposed to merely the one, smaller product (such as a DVD player) that they initially came into the store to buy. Clearly, this widens the sales opportunity.

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Customer Service Representatives

December 2, 2009

Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Financial Services
Position: Customer Service Representatives
Results
The top performers achieved over 250% more sales volume than the bottom performers, averaging over $400,000 in additional sales volume.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 221 Customer Service Representatives. PI® validity studies are designed to determine the statistical connections between PI® profiles and superior job performance. The quantitative measurement criteria is based results are based on total sales volume over a four-month period.

Industry
The client company is a financial services company that provides consumer and business credit cards, credit products and relatedservices throughout the U.S.Position
Customer Service Representatives (CSR’s) are responsible for effectively and efficiently handling incoming telephone inquiries from customers, as well as selling credit-card products and services.

Analysis
In examining the difference between the PI® patterns of the top and bottom CSR performers, the two most significant factors are the B Factor (Extroversion) and the D Factor (Formality).Top-performing CSR’s have a higher extroversion and lower formality. This results in a CSR that is more outgoing, optimistic, empathetic and socially-poised, as well as more flexible and less cautious. Throughout their interactions on the phone with a customer or prospect, they will be more persuasive and warm, will connect with him or her more quickly, and will pick up on the more subtle, “human” cues (e.g.,“What is this person concerns?”). This person is also better able to converse in a poised, fluid manner, showing more flexibility in having a discussion, rather than always following a script.

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Manufacturing Outside Sales Representatives

December 2, 2009


Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Manufacturing Equipment Distribution
Position: Outside Sales Representatives
Results
The top performers achieved over 5 times more sales volume than bottom performers, averaging over $80,000 a month in additional sales.

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Criteria: This statistical analysis is based on a PI validity study conducted with 32 outside sales representatives. PI validity studies determine the statistical connections between PI profiles and job performance. Quantitative Measurement Criteria is based upon 27 months of sales volume.

Industry
The client company is a leading distributor of woodworking manufacturing equipment, offering training and service to their customers.

Position
Outside sales representatives are responsible for meeting established volume, profitability and business objectives, as well as serving as a liason between the company and its customers on product and service matters.

Analysis
The results of the PI analysis indicate the top performers are statistically differentiated by their significantly Higher A Factors (Dominance) and Lower C Factors (Patience). The top sales performers take control and guide the sales process, and do not hesitate to ask for the customers business. They are highly confident in their own knowledge and expertise. They will also be adept at “expanding the sales opportunity” by helping the customer think beyond initial parameters, in a longer term, more strategic framework. These people are independent self-starters. They set high standards for themselves (and others

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Retail Sales Managers

December 2, 2009

Predictive Index® Performance SnapshotValidity Study / Quantitative ResultsIndustry: Retail

Position: Sales Managers

Results: The top sales managers achieved on average over 35% sales growth than did the bottom sales managers, with an annual sales growth variance of over $316,000.

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Criteria:
This statistical analysis is based on a PI® validity study conducted with 255 sales managers. PI® Validity Studies are designed to determine the statistical connections between PI® profiles and superior job performance. Quantitative Measurement Criteria is based upon sales growth over a one year period.

Industry:

The client company owns and manages nearly three hundred eyewear stores that sell and service contact lenses, prescription eyewear and sunglasses.

Position

Sales managers are responsible for the sales growth and profitability of their stores, developing sales associates, and providing high-quality customerservice.

Analysis

The result of the PI® analysis indicates the top retail sales managers are primarily differentiated by their elatively Higher A Factors, which reflects dominance. The top performers are more assertive, innovative and competitive. These superior-performing sales managers are relatively adept at thinking strategically and creatively, and are always on the look-out for new ways to grow their business. They enjoy the rivalry of outperforming the competition. The slightly Lower Factor C suggests these top performers are better able to juggle many different priorities, keeping multiple projects moving simultaneously. They are impatient with routines and the mundane.

These sales managers are more resistant to authority, need their freedom and autonomy, and like to do things their “own way” with a minimum of interference. They are more concerned with the accomplishment of goals and objectives than with the detailed processes used to achieve them.

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Outbound Telesales Agent

December 2, 2009

 
 
Predictive Index® Performance SnapshotValidity Study / Quantitative Results

Industry: Financial Services

Position: Outbound Telesales Agent

 
 
 
ResultsThe top performers achieved over 164 times the average monthly sales volume than bottom performers

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Criteria:

 

This statistical analysis is based upon a PI® validity study conducted with 124 Outbound Telesales Agents. PI® validity studies are designed to determine the statistical connections between Predictive Index® profiles and superior job performance, and are conducted at no cost for PI® clients. The quantitative measurement criterion is based on average monthly dollar amount collected from borrowers over a three-month period.

 
 
IndustryThe client company is a financial services company that services non-performing commercial and residential mortgage loans.

Position
Outbound Telesales
Agents are responsible for calling on delinquent accounts, making contact with borrowers, and securing commitments for payment.

Analysis
In examining the difference between the PI® patterns of the top and bottom Telesales Agents, the most significant factor is the B Factor (Extroversion). Topperforming Telesales Agents are significantly more extroverted. This results in a person who is more able to quickly connect socially and interpersonally with a customer or prospect, and is a lively, fluent and persuasive communicator. During their conversation with a customer or prospect, they will be warm and socially poised, and will be on the lookout for ways to bond with the person. These top performing Telesales Agents are more naturally outgoing, enthusiastic, and optimistic. Because of the width of their “B over A” spread, by nature they attempt to see the other person’s concerns, needs and perspective, and are genuinely empathetic. They find contact with other people to be energizing and stimulating, meet and connect with new people easily, and are more “outwardly focused” (i.e. on other people) than “inwardly focused” (i.e. on themselves).

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District Manager

December 2, 2009

 
 
Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Hospitality / Restaurants
Position: District Manager
 
 
 
Results
The top performers exceeded sales targets by nearly 700% over bottom performers.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 89 District Managers. PI® validity studies are designed to determine the statistical connections between PI® profiles and superior job performance. The quantitative measurement criteria are based on a comparison to budgeted dollar sales volume for 2005.

 
 
Industry
The client company is a coffee and doughnut chain with a significant number of stores throughout North America.Position
District Managers are responsible for managing a territory of stores, providing management support, operational direction and acting as a liaison between individual store owners and the parent company.

Analysis
In examining the difference in the PI® patterns of top and bottom District Managers, the two most significant factors are the A Factor (Dominance) and the B Factor (Extroversion). Because of their higher A Factors, the high-performing district managers are confident, independent, and competitive, and are “self-starters” who are ambitious and take the initiative. They are task and end-results focused, with a reluctance to relinquish genuine authority, and a thinking orientation that is critical, creative and pre-disposed to action. Because of their “A over B” spread, when managing people and projects, they are focused first and foremost on achieving results, and secondarily on team communication, morale, and dynamics. These top performers are constantly looking to improve performance, quality, and ability to compete. For example, when supervising the opening of new stores within their territory, these top-performers are likely to set very aggressive sales targets and to be prone to strong follow-up to ensure those targets are met.

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Store Managers

December 2, 2009

 
 
Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Financial Services
Position: Store Managers
 
 
 
Results
The top performers achieved on average 220% less turnover than the bottom performers.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 54 Store Managers. PI® validity studies are designed to determine the statistical connections between PI® profiles and superior job performance. The quantitative measurement criterion is total turnover among store employees over a nine-month period.

 
 
Industry
The client company is a financial services company that provides short-term loans to consumers.Position
Store managers are responsible for the overall operations of a single location, including conducting transactions, meeting financial goals, conducting audits, growing revenue, and hiring and training associates.

Analysis
In examining the
differences in the PI® patterns of the top and bottom performers, the two most significant factors are the Higher C Factor (Patience) and Lower B Factor (Extroversion). The Higher C Factor indicates that the top performing managers are more deliberate, methodical and patient; running their stores in a relatively consistent, predictable, steady and stable manner. The Lower B indicates that these same managers are also quieter, more introspective and reserved, with an orientation that is balanced between tasks and results and personal relationships. It is important to note there was also statistical evidence indicating that the managers running lower turnover stores had more prominent D Factors, which translates into an approach to work that is more careful, conscientious, dutiful, thorough and self-disciplined.

Because of the relative balance between their B and C Factors, as well as the Higher D Factor, managers from lower-turnover stores benefit more from general assurances of security, respect, and appreciation of their work. In times of change and uncertainty, support and encouragement are also important along with clearly defined duties and responsibilities.

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Inbound Customer Service Representatives

December 1, 2009

 
 
Predictive Index® Performance Snapshot
Validity Study / Quantitative Results
Industry: Call Center Services
Position: Inbound Customer Service Representatives (CSRs)
 
 
 
Results
The top performers achieved on average call evaluation scores that were over 20% higher than the bottom performers.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 74 Customer Service Representatives (CSRs). PI® validity studies are designed to determine the statistical connections between PI® profiles and superior job performance, and are conducted at no cost for PI® clients. The quantitative measurement criterion is based on average Call Evaluation scores over a three-month period.

 
 
Industry
The client company provides a range of call center services for clients in a wide variety of industries.Position
Customer Service Representatives are responsible for fielding incoming calls. They are evaluated by their supervisors several times a month on a percent scale of 1-100 for call speed and quality of service (the ability to handle the customer’s inquiry in an effective, knowledgeable and friendly manner.) The company’s goal for all CSR evaluations is 94%.

Analysis
In examining the differences in the PI® patterns of the top and bottom performers, the two most significant factors are the Higher D Factor (Formality) and Lower B Factor (Extroversion). The high performing CSRs believe in having, and following, well-defined and structured processes, and will seek to develop specialized expertise in their particular areas of responsibility. The Higher D indicates that the top performers work in a manner that is careful, precise, accurate and detail-oriented. For example, when answering the phone, these High D CSRs will follow their client’s call-answering scripts to the letter, with little or no deviation. When the call-answering instructions are changed by their clients, they will seek thorough training on the new protocols and will be sure to master them. The Lower B translates into an approach to work that is quieter, more introspective and reserved, with a focus on the specific tasks to be done (e.g. taking customer orders, routing calls, answering questions, etc.). These top performers have little need to socialize with other CSRs, are serious, and think things through before acting. They have a communication style that is characterized by politeness, sincerity, respectfulness, and a sense of propriety, with a strong desire to say and do the right thing in the best interest of the customer. With regard to decision-making, there is a strong drive to be cautious, to minimize risk, and to protect the company. The Higher D leads to a desire to do things the established or conventional way, and to make changes only when convinced, with hard evidence, that the new way will be better. In rolling out new changes, the top performing CSR will be very tactical, thinking through exactly how it should be done, creating a complete plan, and having solutions to possible obstacles. Decisions will be equally well thought-out. In this PI® validity study, the entire group of top performing Customer Service Representatives exceeded the company’s evaluation goal of 94%, while no one from the group of bottom performers were able to achieve this benchmark performance level.

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Automobile Sales Associates

December 1, 2009

 
 
Predictive Index® Performance SnapshotValidity Study / Quantitative Results

Industry: Retail – Automobile Dealerships

Position: Automobile Sales Associates

 
 
 
ResultsThe top performing sales associates sold more than three times as many automobiles over a four-month period than the bottom performers.

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Criteria:
This statistical analysis is based upon a PI® validity study conducted with 94 sales associates. PI® validity studies are designed to determine the statistical connections between PI® profiles and superior job performance. The quantitative measurement criterion is based on average number of automobiles sold over a four-month period in 2007

 
 
IndustryThe client company is a large automobile retailer with multiple dealership locations throughout the U.S, selling imported, domestic and luxury brands.

Position

Sales associates are responsible for understanding the features and characteristics of the new automobiles and sharing this knowledge with potential customers, resulting in a sale.

Analysis
The results of the PI® analysis indicate that sales associates with superior sales performance are statistically differentiated by their Higher A Factors (Dominance), Higher B Factors (Extroversion), Lower C Factors (Patience) and Lower D Factors (Formality). These top sales performers are confident and persuasive in guiding the sales process towards reaching their goal (a sale) and are eager to keep the process moving along as quickly as possible. They independently and proactively utilize persuasion, not pressure, to close a deal and are skillful with the emotional aspects of the sale; connecting with prospects on an interpersonal level. Flexible and adaptable, they will rely on the ability to think on their feet (for example, when addressing potential customer objections) and will find their own way rather than following an established process. When interacting with prospects, they are more adept at selling intangibles such as ideas or concepts than technical or detailed product specifications. For example, they would spend more time discussing how an automobile brand or model makes a prospect feel (safe? high-status? cool?, etc.) than reviewing how the automobile’s braking system works. Driving, competitive and ambitious, they are comfortable with time pressures, accountabilities and deadlines (such as monthly sales quotas) and thrive in environments that feature a fast pace, variety and independent control of their own activities (such as wide latitude when offering prospects various financing options, etc.)

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