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.

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

Industry: Financial Services

Position: Outbound Telesales Agent

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.

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).

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.

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.

Industry: Retail – Automobile Dealerships

Position: Automobile Sales Associates

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

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.)