我看心理测量的测试具体地被设计的一新的结果为销售队-，并且它是一个真正的令人瞠目事件。 我看了普通个性和心理测量的评估前面，但他们倾向于是很隐晦的，并且`易怒feely’那他们更可能 有趣的求知欲比企业工具。 (我知道-某些人由他们和，在我开始得到怨恨邮件从梅尔思布里格斯之前崇拜，我发誓谦逊地承认他们不是没有优点。)

评估的整体点是帮助销售主任做3件事：

1) 建立您的“理想的”推销员档案。
2) 为您的销售队更加准确地选择候选人。 (Notice I didn’t say – select BETTER candidates. It’s a distinction I’ll get to in a minute.)
3) Make your existing team more effective.

Because the test I was looking at was specifically geared for salespeople, the questions and scoring centers on selling & marketing situations. None of those weird “which do you find more interesting, a stop sign or a squirrel?” kinds of question. This test asked things like, “If a client gets angry, do you get emotional or try to calm them down?”, so the data it provides tends to be useful for the average sales manager – or for the HR manager who has to recruit the sales team.
Profiling your “ideal” salesperson works if you have people on your team that are performing more or less the way you want them to. The test identified 18 personality characteristics and ranks the testee based on 2 poles – such as Self-aware vs. Self-unaware, or Bold vs. Cautious. So far, nothing too out of the ordinary for psych testing – but it’s still a very useful way of getting an objective assessment of what is going on inside the brain-pan of your top sellers.

The benefit here is that it allowed me to build a profile of my top sellers and compare them with a universe of other sales people – so I was able to work with a small sample and develop a useful picture. Now I can test new prospective hires and see if they have the right stuff. This particular test offers prompts and insights that sales managers may find useful (for instance, my sample test told me that I “may be more concerned with getting the job done than with “soft” people issues”. To be honest I would not necessarily be my own first choice when hiring a new sales associate!) The system I was looking at even offered interviewers recommended lines of questioning for determining if an assertive candidate was “go for the sale” assertive or “crazy stalker” assertive. Most of the interview question prompts were actually quite insightful & useful – and would be very helpful for Chinese HR managers more accustomed to finding team-players than hard-driving aggressive salespeople.

But what about the people that are already working for you? This is usually where most assessment tests fall down, because they can’t offer useful advice – just vague descriptions. The test I looked at is helpful because it can be used by training & development managers to customize a training plan to work with a sales team’s existing characteristics. That means that if you sales team is more Wary than Decisive you can build a training program that helps with decision making, leadership and soft skills – instead of firing the whole lot of them and starting over from scratch looking for ideal candidates that aren’t readily available. And in China, that can be a very useful thing.