Part Three
Dr. Dave Barnett
Editor's Note: In issue 99:04:01, Dr. Dave Barnett introduced the concept of sales tests and the common objections recruiters have to them. In this issue, Dr. Dave discusses one of the most common objections to sales tests.
Objection #3 ó "Tests are hard to understand. I don't want to have to play psychologist! "
Every manager is an amateur psychologist at one time or another. Ultimately, managing people becomes a people business. If you're good with people, then you stand a better chance of being a good manager and recruiter.
But admittedly, some sales selection tests can be hard to understand. Some are intentionally complicated. Users are often required to attend certification programs before they can purchase or use tests. This strategy is usually driven by marketing considerations more than intellectual necessity. After all, why merely sell a test when you can sell a test AND a three-day workshop, at which customers will be exposed to a whole host of other products and services, all designed to help you better interpret the test. What a racket!
Some tests are obtuse because human behavior itself is so fickle and full of vagaries. Every test designer like myself is confronted with this issue at some point in the development of an assessment. You can have a test that is scientifically precise or you can have one that is easy to understand and user friendly. The first version of SalesMAP™ was a huge, complicated thing. Preliminary statistical analysis proved very promising. The scientists and statisticians loved it. Unfortunately, sales managers couldn't understand it. So, I've been back to the drawing board time after time ó trying to synthesize scientific reliability with real-world practicality.
One way SalesMAP™ minimizes the confusion of test results is to provide a variety of reports that present test findings in specific ways. My philosophy has been to let the computer do the work, creating tools that anyone can use.
SalesMAP™ currently generates five different reports. Each uses the same test information, but organizes results in different ways based on end-user needs. New users are encouraged to use the Comprehensive Sales Productivity Report because it describes every scale on the test, what it measures, and why it's important. The Coaching Report uses the same test data and transforms dull statistics into a customized action plan by which managers can work with sales reps to improve performance. The Sales Selection Summary is a one page, down-and-dirty summary of three critical selection issues. The Graphic Summary Report is for proficient users of the test who just need to see the scores for individual scales to interpret findings. The Behavioral Interview Platform translates test scores into a turn-key interview, complete with scripted questions and explanations of responses. Finally, the Q and A Report allows users to target specific needs and skills by presenting the candidate's answers to every test question.
SalesMAP™ also provides on-going education opportunities for customers who want to learn more about SalesMAP™. This test is cutting edge. New uses and applications are being discovered almost weekly. But we don't require of our end-users any level of expertise beyond that which they choose for themselves.
Watch for future articles in which Dr. Dave will discuss the fourth most common objection to sales tests.
