| Pharmaceutical Call Center A Case Study from the Max Impact Family |
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Call Center Working to Improve
Sales Force with the ProfileXT™
An inbound call center for a neutraceutical and supplement manufacturer was experiencing turnover as
high as 500 percent a year. Sales performance among its 60 agents varied widely, with top performers
producing as much as six times the average sales of marginal performers.
Ten top performers and eight marginal performers were identified in a current study. The 18 agents
were instructed to complete the ProfileXT™ online during paid working hours. However, two of the
marginal performers were terminated before completing the assessment, leaving six in their group
providing data.
A success pattern was generated using a concurrent pattern from all 10 in the top-performer group. All
agents in the study were matched to the success pattern for top performers. The average match-to-pattern for the top performers was 86 percent, while the marginal
performers averaged 73 percent. This 13-point spread between the group averages provides evidence that the pattern is discriminating between top performers and marginal
performers.
If this pattern had been used when the sample agents were hired and if the company had used a criterion of 75 percent match-to-pattern or better to select for hire, they
would have hired all of their top performers in the sample but would have reduced their hiring of marginal performers by 50 percent.
If they had used a more stringent criterion of 82 percent or better to select for hire, they would have missed 20 percent of the group who became top performers, but
would have reduced their hiring of marginal performers by 83 percent! The issue of setting criteria and the factors that should be considered in the process has been
discussed in earlier case studies but the issue of which criterion to use will likely be decided by some intersection of the need to fill seats and handle calls, with the size and
characteristics of the pool of available candidates for the sales positions. If, over time, the bottom 25 percent of the current sales force could be replaced with people who
perform at the level of the current top performers, the effects on total sales would be profound. These increases would also be expected to affect profitability to an even
greater degree, since the sales increase would come without proportionate increases in fixed costs. Eventual return on investment in the assessment process would likely be
in multiples above 10:1.
The call center is now conducting additional differential studies of the sales force, using the Profile Sales Indicator™, and the Customer Service group in the call center,
using the ProfileXT™, looking for possible additional improvements in the selection process.
Contact us to learn how to duplicate this success story in your organization.
Sales Force with the ProfileXT™
An inbound call center for a neutraceutical and supplement manufacturer was experiencing turnover as
high as 500 percent a year. Sales performance among its 60 agents varied widely, with top performers
producing as much as six times the average sales of marginal performers.
Ten top performers and eight marginal performers were identified in a current study. The 18 agents
were instructed to complete the ProfileXT™ online during paid working hours. However, two of the
marginal performers were terminated before completing the assessment, leaving six in their group
providing data.
A success pattern was generated using a concurrent pattern from all 10 in the top-performer group. All
agents in the study were matched to the success pattern for top performers. The average match-to-pattern for the top performers was 86 percent, while the marginal
performers averaged 73 percent. This 13-point spread between the group averages provides evidence that the pattern is discriminating between top performers and marginal
performers.
If this pattern had been used when the sample agents were hired and if the company had used a criterion of 75 percent match-to-pattern or better to select for hire, they
would have hired all of their top performers in the sample but would have reduced their hiring of marginal performers by 50 percent.
If they had used a more stringent criterion of 82 percent or better to select for hire, they would have missed 20 percent of the group who became top performers, but
would have reduced their hiring of marginal performers by 83 percent! The issue of setting criteria and the factors that should be considered in the process has been
discussed in earlier case studies but the issue of which criterion to use will likely be decided by some intersection of the need to fill seats and handle calls, with the size and
characteristics of the pool of available candidates for the sales positions. If, over time, the bottom 25 percent of the current sales force could be replaced with people who
perform at the level of the current top performers, the effects on total sales would be profound. These increases would also be expected to affect profitability to an even
greater degree, since the sales increase would come without proportionate increases in fixed costs. Eventual return on investment in the assessment process would likely be
in multiples above 10:1.
The call center is now conducting additional differential studies of the sales force, using the Profile Sales Indicator™, and the Customer Service group in the call center,
using the ProfileXT™, looking for possible additional improvements in the selection process.
Contact us to learn how to duplicate this success story in your organization.
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