Report 16-americas-most-productive-companies-large-sales-force-analysis

www.americasmostproductive.com

©2011 Profiles International, Inc. All rights reserved.

www.americasmostproductive.com ©2011 Profiles International, Inc. All rights reserved.



America’s Most Productive Companies Large Sales Force Analysis from Profiles International. Copyright 2011 by Profiles International.

Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any form or by any

electronic or mechanical means including information storage and retrieval systems without written permission from the publisher.

Publisher

Profiles Research Institute

Dario Priolo, Managing Director

5205 Lake Shore Drive

Waco, Texas 76710-1732

Profiles International

(800) 960-9612

www.profilesinternational.com


Acknowledgements

President, Co-founder, Profiles International: Bud Haney

Editor-in-Chief: Dario Priolo

Managing Editor: Carrie D. Martinez

Assistant Editor and Research Associate: Christina Krenek

Creative Director: Kelley Taylor

Creative Assistant: Ruben Vera

Webmaster: David Hanas

Web Specialists: Marlana Thurman

AMPC Large Sales Force Analysis | 2



Profiles Research Institute initiated this study to better understand the factors that drive sales force productivity in large organizations.

In economics, “productivity” is a measure of output per unit of input. However, productivity alone is not a sufficient gauge of sales force effectiveness since it ignores pricing and margins. A sales force that discounts price to the point of eliminating profitability may win business, but this approach is not sustainable even in the short-term.

For purposes of this study, we sought to account for both revenue growth and revenue profitability, which we defined as operating income generated for each dollar of revenue generated. Calculating this required us to analyze financial data from over 227 publicly traded companies with at least 500 sales people that we then organized into 17 different industry groups.

We then plotted these companies among their peers to identify the best in class, questionable, and laggards within each industry group. We took a closer look at the best-in-class companies to identify common practices that enable them to out-perform their peers. By understanding these practices, we hope to educate ourselves and our clients about the practices that can help them run more efficiently and become more competitive in the marketplace.

This report presents our findings in two sections:

1. Comprehensive analysis of over 227 companies in 17 industry groups to identify the best in class, questionables and laggards.

2. A synthesis and discussion of the top factors that drive sales force productivity.

Introduction to our Large Sales Force Analysis


The Analytical Model

The Scope

227 Companies

150,000+ Sales People

17 Industries

Revenue Growth

Operating Margin

Laggards

Best-in-class


©2011 Profiles International, Inc. All rights reserved. AMPC Large Sales Force Analysis | 4

Large Sales Force Analysis: Industry Groupings

Automotive

Business Services

Chemicals

Commercial Banks

Computer Hardware

Computer Software

Consumer Products

Industrial Manufacturing

Insurance

IT Solutions

Media & Entertainment

Medical Equipment

Pharmaceuticals

Securities Brokers

Semiconductors

Telecommunications

Transportation



Large Sales Force Analysis: List of Companies

Chemicals

Industrial Manufacturing Securities Brokers

Transportation

Business Services

Commercial Banks

Insurance

IT Solutions

Software

Consumer Products



Medical Devices

Media & Entertainment

Computer Hardware

Automotive

Pharmaceutical Semiconductors

Telecommunications Services



Industry: Automotive

2011 America’s Most Productive Companies – Large Sales Force Analysis


Revenue Growth

Operating Margin

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

-3.0% -2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0%

GPC

TRW

TEN

NAV

GM

F

GT

Circle Diameter Represents

Relative Sales Force Size

Best in Class - Genuine Parts

- TRW



Industry: Business Services



Revenue Growth

Operating Margin

-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0%

ABM

MWW

OMC

VCI

INOC

NFP

HPY

IT

RRD

CGX

EFX

DNB

ADP

HHS

IRM

HRB

KFRC



Best in Class - ADP

- Unifirst



Industry: Chemicals



Revenue Growth

Operating Margin

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0%

DD

NLC

ASH

ARG

APD

POL

DOW

ADM



Best in Class - DuPont

- Air Products



Industry: Commercial Banks



Revenue Growth

Operating Margin



-25.0%

-20.0%

-15.0%

-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

-5.0% 0.0% 5.0% 10.0% 15.0% 20.0%

FMER

KEY

USB

JPM

WFC

BAC

FHN

FCNCA

COF

Best in Class - Capital One

- FirstMerit



Industry: Computer Hardware



Revenue Growth

Operating Margin



-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

-2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0%

PCCC

WDC

EMC

NCR

IM

TECD

NSIT

Best in Class - EMC



Industry: Computer Software



Revenue Growth

Operating Margin



-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

-20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%

ERTS

INTU

MSTR

QADA

BMC

PMTC

CPWR

CDNS

CA

ORCL

MSFT

CRM

Best in Class - Oracle

- Microsoft



Industry: Consumer Products



Revenue Growth

Operating Margin



-4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

-5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

K

GIS

MO

BFA

CAG

MKC

REV

FIZZ

NWL

AYI

PG

TSN

HRL

NKE

STZ

Best in Class - Nike

- Brown-Forman



Industry: Industrial Manufacturing



Revenue Growth

Operating Margin



-25.0%

-15.0%

-5.0%

5.0%

15.0%

25.0%

35.0%

45.0%

-5.0% 0.0% 5.0% 10.0% 15.0% 20.0%

ITW

SEE

SPW

ARW

VSH

DE

MSM

NUE

ATI

AIN

CAT

PH

UTX

HON

NOC

TXT

ROK

ETN

Best in Class - Vishay Technology

- Kennametal

- MSC Industrial



Industry: Insurance



Revenue Growth

Operating Margin



-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

40.0%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%

AET

PFG

TMK

AFL

CI

UNH

HUM

HMN

L

SIGI

HGIC

BRK.A

AFG

EMCI

THG

MCY

CB

TRV

Best in Class - Lincoln National

- AFLAC



Industry: IT Solutions



Revenue Growth

Operating Margin


Relative Sales Force Size -30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

-5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

DELL

HPQ

AVT

UIS

NTAP

MCRS

CSCO

XRX

SYKE

IBM

PRGS

SNPS

Best in Class - NetApp

- Cisco



Industry: Media



Revenue Growth

Operating Margin


Relative Sales Force Size -15.0%

-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

YHOO

GOOG

CMCSA

VIA

DIS

Best in Class - Google



Industry: Medical Equipment



Revenue Growth

Operating Margin



-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

-20.0% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

PDCO

PSSI

HSIC

MDT

STJ

XRAY

BDX

MMM

BSX

SYK

ZMH

PLL

STE

Best in Class - 3M

- St. Jude Medical



Industry: Pharmaceutical



Revenue Growth

Operating Margin



-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%

GILD

AMGN

BAX

PRGO

MYL

WPI

AGN

FRX

BMY

ABT

LLY

PFE

JNJ

Best in Class - Pfizer

- Gilead



Revenue Growth

Operating Margin

Industry: Securities Brokers





-20.0%

-15.0%

-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

-10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

KCG

SWS

PJC

OPY

LM

ETFC

AMTD

RJF

#REF!

Best in Class - Raymond James

- TD Ameritrade



Revenue Growth

Operating Margin

Industry: Semiconductors





-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

QCOM

FCS

ATML

INTC

TXN

Best in Class - Texas Instruments

- Atmel



Revenue Growth

Operating Margin

Industry: Telecommunications Services





-40.0%

-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

-30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0%

SATS

USMO

USM

PLCM

TLAB

CTL

ELNK

PAET

PGI

IDT

LVLT

Best in Class - CenturyLink



Revenue Growth

Operating Margin

Industry: Transportation





-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

-15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0%

UPS

ABFS

CHRW

ATSG

FDX

JBLU

LCC

ALK

LSTR

YRCW

UNP

Best in Class - Union Pacific



Contact Us Contact us for a complimentary, risk free study offer for up to five of your employees. Companies who work with us gain a competitive advantage by understanding their people at the deepest levels; how they think, their natural tendencies, behaviors and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will find this free study offer to be of great value.

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After compiling and analyzing the data to identify “Best-in-Class” sales organizations, we conducted follow-up research on a number of these companies. This consisted of online literature review and interviews with select executives.

Our research helped us identify a number of best practices that we believe explain outstanding sales force productivity. These 6 Key Differentiators of Excellence are listed below:

1. Extreme customer and market focus

2. Alignment of products, services and solutions with customer’s high priority needs

3. Alignment of resources to build customer loyalty

4. Alignment of sales process with customer’s buying process

5. Alignment of sales roles and capabilities with customer’s buying process

6. Alignment of time utilization and territories with market potential

This report expounds upon each of these six key differentiators of excellence and offers insight and best practice recommendations for increased sales force effectiveness.

Overview of Findings:

America’s Most Productive Companies Large Sales Force Analysis




Regardless of the economy, successful sales organizations continually invest in learning about their customer’s needs and training to sell to these needs. Sales forces at America’s Most Productive Companies distinguish themselves from peer companies by taking deliberate measures to align their sales organizations and resources to best meet their customers’ needs. For example, these organizations are more likely than their peer companies to: • Use 360-degree feedback and other tools to help sales managers better understand their teams’

internal capabilities and assign the appropriate resources to the right projects • Ask customers and prospects in-depth questions to gain a thorough understanding of their

businesses before making sales presentations • Train their salespeople to offer unique solutions to customer problems rather than a one-size-

fits-all approach These activities help them make larger sales, accelerate the sales cycle, and optimize selling time, activities, and staffing levels. All of this helps drive sales force productivity to higher levels. Our research suggests that America’s Most Productive Companies provide sales training as well as product training to their sales teams regardless of the economy. Peer organizations, on the other hand, are more likely to cut back on sales training when the economy is bad. According to a survey respondent, “We see a down economy as an opportunity to learn more about our team members and how they can make a unique contribution.”



America’s Most Productive Companies—Large Sales Force Analysis

Nurtured Relationships

Support/Service after the sale

Product Quality

Branding

Referals

Sales Process

Price

Availability

ROI

Top Reasons Sales Close



Really understanding the most pressing needs of the customer and providing solutions that satisfy these needs and deliver value is essential to sales success. Sales leaders at America’s Most Productive Companies understand that while extreme “customer focus” is essential, it’s not by any means sufficient. They transcend typical “features and benefits” of the products they sell to grasp what is truly important to the customer. These best-in-class sales professionals: • Know their customers’ priorities, how the products and services they sell help to satisfy their

customers’ needs, and how much value customers place on having their needs met • Realize that the more complex and expensive the problem, the more rigorously they will evaluate

and scrutinize potential solutions – especially B2B buyers • Appreciate that needs and priorities change over time, so it is essential to make the connection

between their solution and how you can help them not only long-term, but today as well. High-value doesn’t mean low price. In fact it may command a premium when the benefits are so significant that price is no longer such a meaningful factor. This pricing power helps bolster sales and profitability, and increases sales force productivity. A survey respondent from one of America’s Most Productive Companies told us that his was the first sales team to take the time to find out about their customers’ top priorities. “We used to be more concerned with our products’ features than with our customers’ needs, but when we turned that upside down, we saw customers respond like never before.”




Identify a critical

problem facing your

customer – one so

ominous that, even

in a downturn, it will

find the money to

address it.

“

” Harvard Business Review

March 2010



Don’t just live and breathe your products, live and breathe your customers’ business. Nearly everyone knows that it costs a lot more money to gain a new customer than it does to keep an existing one. Yet, in their day-to-day operations, many sales organizations seem to forget that axiom. Their sales professionals work leads, make cold calls, respond to RFPs, pitch their products and services, and do whatever it takes to make a sale (including discounting). They build customer bases, but they forget what it takes to maintain customer loyalty – and all too often they shoot themselves in the foot. What do America’s Most Productive Companies do to ensure repeat business and customer loyalty? Our survey suggests that they: • Exceed customer expectations by knowing the customer’s business better than the competition

does, by being proactive in offering solutions that address the customer’s needs, and by communicating with customers in a timely, effective manner

• Put in place an infrastructure that ensures customer support either through technology or face-to-

face interaction; sales forces at America’s Most Productive Companies do a better job communicating with their customers, knowing their customers’ needs, and proactively addressing them

• Establish and monitor key “loyalty indicators” America’s Most Productive Companies go beyond basic customer satisfaction. Especially in the B2B space, they make their products and services integral parts of how customers run their businesses. For example, a survey respondent told us, “We don’t just live and breathe our products – we live and breathe our customers’ operations. They know that, and they thank us by returning year after year.”




Profiles International’s report, Seven Factors for Building Extreme Customer Loyalty, goes beyond simply satisfying customers to protecting and growing strategic accounts with:

1. Emotional Dependence 2. Structural Dependence 3. Business Dependence 4. Satisfaction 5. Performance 6. Economic Value Proposition 7. Alignment and Fit






Today’s buyers are rigorous and deliberate about their buying decisions. Rather than imposing one-size-fits-all sales process on hapless prospects, America’s Most Productive Companies sell the way their customers want to buy. In today’s economy, consumers are spending wisely. They believe they have leverage with sellers, and in many cases they do! So they dictate the process; and they are rigorous and deliberate about their buying decisions. What’s more, buyers are using social networks to learn about solutions, vendors, and pricing; there is little opportunity to manipulate or glad-hand someone into buying. That’s why America’s Most Productive Companies: • Understand how customers make buying decisions and align their selling process accordingly • Use technology to help the sales team track their progress through the customer’s buying process • Use integrated lead generation and CRM systems to improve revenue predictability • Produce effective reports to give sales managers pipeline visibility so they can hold sales people

accountable and also provide better coaching and resources to support qualified opportunities Sales organizations at America’s Most Productive Companies understand how customers make buying decisions – and they align their selling processes accordingly. They don’t make simple sales complex and they don’t make complex sales simple. For example, one respondent from a best-in-class company commented, “If a solution has broad impact and requires input from multiple parties to identify the problem, scope a solution, and make a buying decision, that means our team must be prepared for a longer sales cycle and a much more strategic approach to making the sale.”

Key Buying Influencers:

1. Trust

2. Value

3. Resources



Best in class organizations get to know their customers’ businesses on a granular level and develop specialized sales roles that align with how customers buy. Aligning the selling process with the customer’s buying process requires specialization of sales roles and capabilities. For example, a successful new business development executive (the classic “hunter”) probably has different skills, interests, and core behaviors than a key account manager (the classic “farmer”), or a sales engineer (the classic “geek”). In our work with some of America’s Most Productive Companies, we find, time and time again, that these best in class organizations make an effort to get to know their customers’ businesses on a granular level and develop specialized sales roles that align with how customers buy. Survey results suggest that sales forces at America’s Most Productive Companies: • Clearly define the purpose of the sales role and know what makes someone successful in that role • Determine who fits best into each role and then either develop or hire people for each specific job;

since cultural issues and other factors can influence who “fits” into an organization, this work is often customized

• Pinpoint the skills and developmental needs of individual sales representatives A survey respondent from one of America’s Most Productive Companies told us, “We make sure our reps fit in with the customers they service. We know our people – and we really know our customers.” For most adults, it is easier to acquire new skills than to change core behaviors. That’s why many of America’s Most Productive Companies hire people based on their behaviors – and then train the skills. At these organizations people are passionate and capable.


AMPC Large Sales Force Analysis 30




The only thing constant is change. Last year’s prime territory could be this year’s wasteland. Sales leaders at America’s Most Productive Companies tell us that they don’t shy away from tough decisions such as when to walk away from a deal, when to let go of a territory that lacks market potential, or when to invest in extra resources. No one likes abandoning a customer, but in some cases, especially when demographics and industry trends have changed so much that a certain territory no longer has promise, continuing to service it can be a fool’s errand. America’s Most Productive Companies monitor their sales forces’ time and analyze their territories to ensure: • There aren’t too many or too few reps assigned • They are up-to-date and ready to act based on demographic trends, business news, zoning

issues, and “the local buzz” • They maintain proper focus on the right selling activities, in the right quantities, at the right

conversion rates These sales leaders don’t operate in a vacuum. They develop, track, and adjust their “sales formulas” as needed. One survey respondent told us, “The only thing that remains constant around here is change. That’s why are careful about how we allot our selling time. Last year’s prime territory could be this year’s wasteland. And if that’s the case, I need to know!”


AMPC Large Sales Force Analysis 31










Summary of Lessons Learned:

6 Key Differentiators of Excellence

of America’s Most Productive Companies




How We Do It – Overview of our assessments and solutions

Your Business Objective Our Popular Solutions

High-level Strategic Workforce Management

Identifying high-potential employees and managers PXT CP360 PSA CSP

Strategic workforce and succession planning PXT PPI CP360 PSA CSP

Restructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLP

Post-merger integration of organizations PXT PPI PMF WES PSA CSP PLP

Everyday Workforce Management

Basic pre-employment screening SOS PST

Screening, interviewing and selecting job candidates PXT PST EBC PSA CSP

Onboarding new employees PXT PPI PMF

Improving employee productivity and work quality PXT PPI WES

Improving employee motivation and communication PPI PMF WES

Resolving conflict between co-workers PPI

Selecting and managing teams PPI

Evaluating management effectiveness PXT PPI CP360 WES

Prioritizing management development needs CP360 WES

Sales and Customer-facing Workforce Management

Screening, interviewing and selecting job candidates PST EBC PSA CSP

Retaining and growing customers and accounts PSA CSP PLP

Improving sales performance PPI CP360 PMF WES PSA PLP

Legend SOS Step One Survey PMF Profiles Managerial Fit

PXT ProfileXT WES Workplace Engagement Survey

PST Profiles Skills Tests PSA Profiles Sales Assessment

EBC Employee Background Checks CSP Customer Service Profile

PPI Profiles Performance Indicator PLP Profiles LoyaltyPro

CP360 CheckPoint 360





How We Do It – Assessment and solution descriptions

Profiles Sales Assessment™ (PSA) The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in your organization. It is used primarily for selecting, on-boarding and managing sales people and account managers. The “job modeling” feature of the PSA is unique, and can be customized by company, sales position, department, manager, geography, or any combination of these factors. This enables you to evaluate an individual relative to the qualities required to perform successfully in a specific sales job in your organization. It also predicts on-the-job performance in seven critical sales behaviors: Prospecting, Call Reluctance, Closing the Sale, Self-starting, Working with a Team, Building and Maintaining Relationships, and Compensation Preference.

Customer Service Profile™ (CSP) The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs in your organization. It is used primarily for selecting, on-boarding, and managing customer service employees. The CSP also looks at what your current and future employees believe is a high level of customer service, while at the same time showing where they align (or not) with the company’s perspective. We have a general industry version of this assessment as well as vertical specialties in hospitality, healthcare, financial services, and retail.






Profiles Sales CheckPoint™ The Profiles Sales CheckPoint™ is a 180-degree feedback system that helps sales managers evaluate sales people, surface their development needs, and align sales priorities. It provides useful information to support better coaching and communication, leading to higher sales person productivity and satisfaction, and lower turnover. The process involves a sales person assessing themselves against a competency framework of 19 Skill Sets grouped into 7 Universal Sales Competencies. Then, their own sales manager carries out the same assessment based on their own perception of the sales person’s behaviors. These two separate results are then compared and compiled into a readable report, providing a clear graphical view of the two appraisals against each other. Reports are then made accessible to both parties allowing them to view the difference between both sales manager and sales person, and to identify areas of greatest difference and requirements for support, training, and mentoring. These results can then be measured against the sales manager’s expectations to evaluate how aligned the sales person is to the desired needs.






Step One Survey II® (SOSII) The SOSII is a brief pre-hire assessment that measures an individual’s basic work-related values. It is used primarily as a screening tool early in the candidate selection process. This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity for substance abuse, and attitudes toward theft — including property, data and time.

ProfileXT® (PXT) The PXT assessment measures how well an individual fits specific jobs in your organization. The “job matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the qualities required to successfully perform in a specific job. It is used throughout the employee life cycle for selection, on-boarding, managing, and strategic workforce planning. This assessment reveals consistent, in-depth, objective insight into an individual's thinking and reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your organization. It helps your managers interview and select people who have the highest probability of being successful in a role, and provides practical recommendations for coaching them to maximum performance. It also gives your organization consistent language and metrics to support strategic workforce and succession planning, talent management and reorganization efforts.






Profiles Performance Indicator™ (PPI) The Profiles Performance Indicator is a DISC-type assessment that reveals aspects of an individual's personality that could impact their fit with their manager, coworkers and team, and their job performance. It is used primarily for motivating and coaching employees, and resolving post-hire conflict and performance issues. The PPI specifically measures an individual's motivational intensity and behaviors related to productivity, quality of work, initiative, teamwork, problem solving, and adapting to change, as well as response to conflict, stress, and frustration. The output from this assessment serves as an “operator's manual” for an employee, which helps managers better motivate, coach, and communicate with the employee. It also helps to predict and minimize conflict among co-workers, and it provides crucial information for improving team selection and performance. A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new teams, reduce team conflict, improve team communication, improve their ability to anticipate problems, and enhance their team leadership skills. It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’ personality characteristics along 12 key factors: control, composure, social influence, analytical, patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy, and quality orientation. It also provides team leaders with practical recommendations and action steps to take in order to succeed in their jobs.






CheckPoint 360°™

The CheckPoint Management System is a 360-degree assessment. It is used primarily to evaluate the effectiveness of your managers and leaders. This assessment combines feedback from direct reports, peers, supervisors, and even customers, with a personalized program for developing specific leadership skills based on that feedback. This process highlights a manager’s job performance in 8 universal management competencies: communication, leadership, adaptability, relationships, task management, production, development of others, and personal development. The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And it helps the organization to better focus management training and development investments; proactively uncover misaligned priorities between senior executives and front-line managers; and surface management issues that could lead to low employee productivity, morale, job-satisfaction, and increased turnover.

Profiles Managerial Fit ™ (PMF) People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF) measures critical aspects of compatibility between a manager and their employees. This report offers an in-depth look at one’s approach to learning, as well as six critical dimensions of compatibility with their manager: self-assurance, conformity, optimism, decisiveness, self-reliance, and objectivity. Managers use this information for adapting their styles in order to get the most from each employee; improve communication; increase engagement, satisfaction, and productivity; and reduce employee turnover.






Workplace Engagement Survey (WES) Our Workplace Engagement Survey (WES) measures the degree to which your employees connect with their work and feel committed to the organization and its goals. This gives you and your management team a detailed view of what influences engagement across all of your workforce segments and how your employees compare statistically to the overall working population. In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across your entire organization, and gives recommendations for your organization to improve.

Profiles Skills Tests (PST) Profiles International provides comprehensive assessments to measure essential knowledge and skills. We use powerful technologies, such as performance-based testing, which simulates popular software products like Microsoft Office, to ensure accurate, reliable, assessment of knowledge, skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills, Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food Services, Information Technology, Staffing, and Human Resources.

Employee Background Checks (EBC) Profiles International provides comprehensive employee background checks for our clients. These include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC, CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more.






Profiles Loyalty Pro™ (PLP) Profiles LoyaltyPro™ is a web-based customer loyalty surveying tool. Loyalty, as determined through the “voice of the customer,” is a leading indicator that predicts the “staying power” of an account. Profiles LoyaltyPro™ offers companies a tool to gather ongoing, critical account intelligence that helps them assess the relationship between the buyer and the supplier, ultimately driving the action plan to improve customer service. Having insight into your customer’s perception of your relationship allows you to steer the strategic business efforts and initiatives of the account management teams to continually improve customer relationships and build a network of loyal customers.





Contact Us Contact us for a complimentary, risk free study offer for up to five of your employees. Companies who work with us gain a competitive advantage by understanding their people at the deepest levels; how they think, their natural tendencies, behaviors and preferences, and attitudes toward key workplace issues. We are highly confident that your organization will find this free study offer to be of great value.

Call us today! (800) 960-9612

Check us out at: www.profilesinternational.com www.americasmostproductive.com

Who We Are Profiles International helps organizations worldwide create high-performing workforces. Through our comprehensive employment assessments and innovative talent management solutions, our clients gain a competitive advantage by selecting the right people and managing them to their full potential. Profiles can help you ensure that you have the right people in the right jobs to achieve your objectives.

Where We Are Profiles serves over 120 countries around the globe and has material in 32 languages.


Profiles International, Inc.



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Date post:	05-Dec-2014
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