hopefully your sales organization understands this as well and has invested in a strong talent assessment to guide you as you make these critical selection decisions. most assessments out there are descriptive — reporting the candidate’s thoughts, feelings, and behaviors. when you use a predictive instrument, your candidate will either be “recommended” or “not recommended” to move forward in your selection process, based on their innate behaviors in the key themes that separate the best from the rest. the “not recommended” classification means that your candidate does not have a sufficient level of consistent talent in the areas that we know are key to success in the job. because they did not meet the minimum threshold determined by the benchmark study, we are unable to predict success. when hiring managers hold out for a “recommended” classification, the odds of their candidate succeeding skyrockets to over 80%.
setting the bar high when making selection decisions leads to talent growth, increased productivity and revenue, and a decrease in turnover. there is both an art and a science to making a strong hire. in the same way that it would be wrong for you to hire every “recommended” candidate regardless of fit, it’s also a bad idea to routinely reject all “not recommended” candidates. in these rare cases, you should schedule a feedback call with a certified talent analyst to discuss both talent and fit. while i am encouraging you to open your mind to the rare exception, i also want you to hold tight to high expectations for both talent and fit. instead, follow the rule of holding out for a “recommend,” but open your mind to the rare exception to that rule. salespeople can improve their approach to getting more appointments with target prospects, uncovering desired business results, and engaging clients in a collaborative process that leads to the sale.
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