Отчет "Сильные стороны в продажах"

ОТЧЕТ
«Сильные стороны
в продажах»
ПОЛУЧИТЕ ЧЕТКИЙ
ПРОФИЛЬ СИЛЬНЫХ
СТОРОН КАНДИДАТОВ
ДЛЯ РАБОТЫ
В ПРОДАЖАХ
на базе опросника Commercial Strengths
Сферы применения
КРИНИНГ ПЕРСОНАЛА – быстро отсматривайте большое
••Счисло
кандидатов, например, при массовом подборе продавцов
ЕРВОНАЧАЛЬНЫЙ ОТСЕВ – отсеивайте кандидатов по
••Пкритерию
соответствия требованиям позиции и рабочему
окружению
ОБЕСЕДОВАНИЕ – проводите глубокие и сфокусированные
••Синтервью
с кандидатами, опираясь на четкую и надежную
информацию об их сильных сторонах
РИНЯТИЕ РЕШЕНИЙ О НАЙМЕ – дайте руководителям
••Ппростой
и практичный инструмент для вынесения решений
о найме сотрудников в свою команду
Администрирование
Отчет «Сильные стороны в продажах» может быть сформирован
моментально после заполнения опросника Commercial Strengths.
Опросник заполняется в режиме он-лайн на платформе тестирования от Saville Consulting, которая обеспечивает полную защиту и достоверность данных.
Время заполнения опросника – около 10 минут.
Категории персонала
Менеджеры по продажам
Маркетологи
Сотрудники, занятые в развитии
бизнеса
Специалисты по работе
с клиентами в финансовобанковском секторе
ИСПОЛЬЗУЙТЕ ОТЧЕТ
НА ВСЕХ ЭТАПАХ
ПОДБОРА И НАЙМА
Преимущества
Структура отчета
Отчет «Сильные стороны в продажах» на базе опросника
Commercial Strengths предназначен для скрининга и массового подбора сотрудников, претендующих на позиции, связанные с продажами и развитием бизнеса.
Отчет в наглядном и структурированном виде представляет информацию о сильных сторонах кандидатов в разрезе всех 36 компетенций модели Wave. Вы можете использовать Отчет на всех этапах подбора.
Для больших групп кандидатов также может быть сформирован
сводный рейтинг, отражающий результаты всех оцененных кандидатов с точки зрения соответствия требованиям позиции.
••
Высокая валидность гарантирует,
что вы примете верное решение
при подборе.
••
Четкое и наглядное представление
информации делает работу с
отчетом простой и комфортной как
для рекрутеров, так и для бизнесруководителей.
••
Прогноз подходящего рабочего
окружения позволяет использовать
отчет в целях планирования
назначений и легко предоставлять
короткую, но ценную обратную связь
кандидатам.
Predicted Culture/Environment Fit
j%C2…,, C!%="=
m,› C!,"ё… C!%…%ƒ 3!%"… *%C2…,L , *%2%!/ %K==2 l=!, h"=…%"= .
n2ё2 “%ƒ=… …= %“…%" %K,!…%L ›3…=!%…%L K=ƒ/ =……/. Saville Consulting,
“" ƒ/"=ˆ?L !ƒ3Š2=2/ %C!%“…,*= Wave “ .--*2,"…%“2Šˆ !=K%2/ . o%*=ƒ=2Š
“%,=Š…%L ›=2Š…%“2, - 5 “2… ,“%=“%"=……%“2, %…%* - 6 “2… .
j%C2…,
o%2…,=
b/ " 2 C%2!K…%“2,
m,ƒ*,L
p=2 ƒ==,
o%…,=2 C%2!K…%“2, *,…2%" (5);
`…=,ƒ,!32 ,…-%!=,ˆ (3)
"/ , C!,!…% 3 10%
!3,. !“C%……2%"
3
o!==2 !…,
q!…,L
j%C2…,, C!%="=
h“C%Šƒ32 .*“C!2,ƒ3 (7);o!,… 2
2"%!“*,L C%.% (5)
6
n*=ƒ/"=2 ", …,
10
r“2=…=","=2 *%…2=*2 (7);b/“2!=,"=2
(10)
"/ , C!,!…% 3 10%
!3,. !“C%……2%"
3
o!==2 !…,
q!…,L
h“C%Šƒ32 .*“C!2,ƒ3 (7);o!,… 2
2"%!“*,L C%.% (5)
"/ , C!,!…% 3 60%
!3,. !“C%……2%"
6
g=*‚=2 “ *,
b/“%*,L
o! “2=" 2 ,…-%!=,‚ (8);hƒ… 2
2%*3 ƒ!…, *,…2= (7);o!% %"=2
"%ƒ!=›…, (6)
8
dL“2"32
,K*%
l/“,2 C%ƒ,2,"…%
b/ !›,"=2 ="…, (9);qC!=" 2“
…3 ==, (2);b!,2 " “"%, “,/ (8)
“
7
"/ ,  C!,!…% 3 75%
!3­,. !“C%… …2%"
d%"%…% "/“%*,L
o% !›,"=2 *%­ (6);dL“2"32
“%­=“%"=……% “ *%­=, (7)
7
d,“,C,…,!32 “K
!ƒ32=2
"/ ,  C!,!…% 3 90%
!3­,. !“C%… …2%"
d%"%…% "/“%*,L
p=K%2=2 “%%K?=
d%…“2!,!32 “=%%!­=…,ƒ=,‚ (2);
q%K‚ =2 “2=… =!2/ (2)
"/ ,  C!,!…% 3 75%
!3­,. !“C%… …2%"
n… …,ƒ*,L
2
"/ ,  C!,!…% 3 5%
!3­,. !“C%… …2%"
,K*%
,K*%
"/ ,  C!,!…% 3 99%
!3­,. !“C%… …2%"
dL“2"32
10
r“2=…=","=2 *%…2=*2 (7);b/“2!=,"=2
%2…%…, (10)
o% !›,"=2
*%­ (6);dL“2"32
r“2=…=","=2 *%…2=*2
(7);b/“2!=,"=2
(7)
where there
are
%2…%…, (10)“%­=“%"=……% “ *%­=,
"/ ,  C!,!…% 3 75%
!3­,. !“C%… …2%"
7 for making
!3­,.
!“C%… …2%"
opportunities
new
contacts and developing
10
numerous
relationships, and good networking is seen as a key to success
where it is important to make an immediate, positive impact and be able to establish
g=*‚=2 “ *,
b/“%*,L
new “K
relationships quickly
d,“,C,…,!32
n…3 90%
…,ƒ*,L
o! “2=" 2 ,…-%!=,‚
(8);hƒ…
2
"/ ,  C!,!…%
d%…“2!,!32
“=%%!­=…,ƒ=,‚ (2);
2%*3 ƒ!…, *,…2=
(7);o!% %"=2
where heated debate
"%ƒ!=›…, (6)q%K‚ =2 “2=… =!2/ (2)
8
"/ ,  C!,!…% 3 5%
!3­,. !“C%… …2%"
is valued
and people are encouraged
to challenge ideas, argue
2
!3­,. !“C%… …2%"
and voice disagreements openly
where there is the opportunity to be the centre of attention and people are aware of
l/“,2 C%ƒ,2,"…%
d%"%…% "/“%*,L
achievements and status
q-%*3“,!%"=…one's
…= !ƒ32=2
q! …,L
)!ƒ"/=L…% "/“%*,L
b/ !›,"=2 ="…, (9);qC!=" 2“ “
dL“2"32
d",›2“
* C%“2="……/
…3 ==, (2);b!,2
" “"%, (5);
“,/
(8)
where
the ability to
 (7)
"/ ,  C!,!…% 3 75%
"/ ,  C!,!…% 3 60%
!3­,.
persuasive
case!“C%… …2%"
is highly
valued and influence
6
!3­,. !“C%… …2%"
make 7a
is by
means of persuasion and negotiation rather than the exercise of authority
where energy levels are high, there is a strong action orientation and people are
rewarded for taking the initiative andd%"%…%
making things
happen
"/“%*,L
p=K%2=2 “%%K?=
o% !›,"=2 *%­ (6);dL“2"32
where
“%­=“%"=……% “ *%­=, (7)
"/ ,  C!,!…% 3 75%
an asset
and people are
!3­,.
!“C%… …2%"
self confidence is regarded
as
encouraged to know
7
their own worth and take responsibility for their own workload
Performance Inhibitors
d,“,C,…,!32 “K
!ƒ32=2
o!,"*=2 C%2…,=…/.
*,…2%"
where the ability to explain things clearly
and confidently
is highly valued and there
o!,"*=2 C%2…,=…/.
)!ƒ"/=L…%
"/“%*,L
p=K%2=2 “%%K?=
d%"%…%
are frequent opportunities for giving "/
formal
presentations
, 
C!,!…%
3 99% "/“%*,L
*,…2%"
dL“2"32
m,ƒ*,L
o%…,=2 C%2!K…%“2, *,…2%" (5);
`…=,ƒ,!32 ,…-%!=,ˆ (3)
!3,. !“C%……2%"
"/ ,  C!,!…% 3 75%
7
!3­,. !“C%… …2%"
Performance Enhancers
!ƒ32=2
b/ " 2 C%2!K…%“2,
n*=ƒ/"=2 ", …,
o%2…,=
nK“C
,"=2
n*=ƒ/"=2 ", …,
p=2 ƒ==,
j%C2…,
Based on extensive Saville Consulting research linking work place culture and the styles of
of the culture, job and environment that are
o!==2 !…, individuals, this report highlights the aspects
q!…,L
l/“,2
C%ƒ,2,"…%
d%"%…%
likely
to 2enhance or inhibit Sample Candidate's
h“C%Šƒ32 .*“C!2,ƒ3
(7);
o!,…
"/success:
, C!,!…%
3 60% "/“%*,L
6
where it is important to make an immediate, positive impact and be able to establish
newPredicted
relationships quickly
Culture/Environment Fit
Performance Enhancers
means of persuasion and negotiation rather than the exercise of authority
"/ , C!,!…%
3 10%
b/“%*,L
“
where there are numerous opportunities for making new contacts and developing
relationships, and good networking is seen as a key to success
!3­,. !“C%… …2%"
m,ƒ*,L
2"%!“*,L C%.%
(5)
b/ !›,"=2
="…, (9);qC!=" 2“
…3 ==, (2);b!,2 " “"%, “,/ (8)
where the ability to explain things clearly and confidently is highly valued and there
are frequent opportunities for giving formal presentations
where heated debate is valued and people are encouraged to challenge ideas, argue
Based on extensive
Consulting research
linking work place culture and the styles of
andSaville
voice disagreements
openly
individuals, this report highlights the aspects of the culture, job and environment that are
there is the opportunity to be the centre of attention and people are aware of
likely to enhance where
or inhibit
Sample Candidate's success:
one's achievements and status
!3,. !“C%……2%"
"/ ,  C!,!…% 3 90%
Predicted Culture/Environment
Fit
8
!3­,. !“C%… …2%"
`…=,ƒ,!32 ,…-%!=,ˆ
(3),…-%!=,‚ (8);hƒ…3 2
o! “2=" 2
2%*3 ƒ!…, *,…2= (7);o!% %"=2
"%ƒ!=›…, (6)
nK“C
,"=2
m,› C!,"ё… C!%…%ƒ 3!%"… *%C2…,L , *%2%!/ %K==2 l=!, h"=…%"= .
n2ё2 “%ƒ=… …= %“…%" %K,!…%L ›3…=!%…%L K=ƒ/ =……/. Saville Consulting,
“" ƒ/"=ˆ?L !ƒ3Š2=2/ %C!%“…,*= Wave “ .--*2,"…%“2Šˆ !=K%2/ . o%*=ƒ=2Š
“%,=Š…%L ›=2Š…%“2, - 5 “2… ,“%=“%"=……%“2, %…%* - 6 “2… .
p=2 ƒ==,
b/ " 2 C%2!K…%“2,
o%…,=2 C%2!K…%“2,
*,…2%"
(5);
g=*‚=2
“ *,
j%C2…,, C!%="=
o%2…,=
Performance Enhancers
"/ , C!,!…% 3 60%
!3,. !“C%……2%"
m,› C!,"ё… C!%…%ƒ 3!%"… *%C2…,L , *%2%!/ %K==2 l=!, h"=…%"= .
n2ё2 “%ƒ=… …= %“…%" %K,!…%L ›3…=!%…%L K=ƒ/ =……/. Saville Consulting,
“" ƒ/"=ˆ?L !ƒ3Š2=2/ %C!%“…,*= Wave “ .--*2,"…%“2Šˆ !=K%2/ . o%*=ƒ=2Š
o!,"*=2 C%2…,=…/.
)!ƒ"/=L…% "/“%*,L
“%,=Š…%L ›=2Š…%“2,
- 5 “2… ,“%=“%"=……%“2, %…%* - 6 “2… .
"/ ,  C!,!…% 3 99%
*,…2%"
j%C2…, %2…%…,
Based on extensive Saville Consulting research linking work place culture and the styles of
individuals, this report highlights the aspects of the culture, job and environment that are
likely to enhance or inhibit Sample Candidate's success:
n… …,ƒ*,L
"/ ,  to
C!,!…%
3 5% to explain things well and
relatively little importance is attached
the ability
2
!“C%… …2%"
there are few opportunities for giving !3­,.
presentations
d%…“2!,!32 “=%%!­=…,ƒ=,‚ where
(2);
q%K‚ =2 “2=… =!2/ (2)
where there are few networking opportunities
q-%*3“,!%"=… …= !ƒ32=2
q! …,L
where there is no requirement to make
a good
first impression
and building
dL“2"32 (5);d",›2“ * C%“2="……/
"/
,  C!,!…%
3 60%
6
 (7)
!3­,. !“C%… …2%"
relationships is not encouraged
where dissent is frowned upon and people are discouraged from challenging ideas
and voicing disagreements
where one is in a low profile position and achievements go unrecognised
where influence is by means of command and control rather than by persuasion and
where the ability to make a persuasive case is highly valued and influence is by
where the ability
explain
things
and confidently
is highly
valued and
whereto
energy
levels
areclearly
high, there
is a strong action
orientation
andthere
people are
are frequentrewarded
opportunities
for giving
formal presentations
for taking
the initiative
and making things happen
where therewhere
are numerous
opportunities
for making
new and
contacts
and
self confidence
is regarded
as an asset
people
aredeveloping
encouraged to know
relationships,
andown
good
networking
seen as a keyfor
to their
success
their
worth
and takeisresponsibility
own workload
where it is important to make an immediate, positive impact and be able to establish
Performance
Inhibitors
new relationships
quickly
where
relatively
little
importance
is encouraged
attached to the
ability to ideas,
explain
things well and
where heated
debate
is valued
and
people are
to challenge
argue
there are few opportunities
for giving presentations
and voice disagreements
openly
where therewhere
is thethere
opportunity
be the centre
of attention and people are aware of
are fewto
networking
opportunities
one's achievements and status
whereto
there
is anopersuasive
requirement
to is
make
a good
firstand
impression
building
where the ability
make
case
highly
valued
influenceand
is by
relationships
not encouraged
means of persuasion
andisnegotiation
rather than the exercise of authority
where energy
levels
are high,
there isupon
a strong
action orientation
and people
are
where
dissent
is frowned
and people
are discouraged
from challenging
ideas
rewarded for
taking
thedisagreements
initiative and making things happen
and
voicing
where self confidence
is in
regarded
as an position
asset and
people
are encouraged
to know
where one is
a low profile
and
achievements
go unrecognised
their own worth and take responsibility for their own workload
where influence is by means of command and control rather than by persuasion and
Performance Inhibitors
negotiation
where relatively
importance
is low
attached
to theshow
ability
to explain
things well and
wherelittle
energy
levels are
and people
little
initiative
there are few opportunities for giving presentations
selfnetworking
confidenceopportunities
is equated with arrogance and denigrated, and people are
where therewhere
are few
discouraged from taking control of their own workload
where there is no requirement to make a good first impression and building
relationships is not encouraged
where dissent is frowned upon and people are discouraged from challenging ideas
and voicing disagreements
where one is in a low profile position and achievements go unrecognised
where influence is by means of command and control rather than by persuasion and
negotiation
where energy levels are low and people show little initiative
where self confidence is equated with arrogance and denigrated, and people are
discouraged from taking control of their own workload