COBSHUR QUIZ 1, PART 3

ARIDIDON, Loise Jochebed T.

1. What selection methods did Bob Dolan use for hiring salespeople? Did he go
about using these methods in the best order? What, if anything, would you
change about the order of the methods used?

Bob Dolan used a multifaceted strategy at Kinaxis to choose the best salespeople for
the business. His hiring strategy included a number of steps, each with a distinct
objective.

As a first step in any hiring process, Dolan started the procedure by carefully evaluating
resumes in comparison to the job requirements. He was able to shortlist individuals
based on their credentials and relevant experience thanks to this initial review. Then,
Dolan conducted interviews to learn more about the individuals' credentials and
appropriateness. Interviews are a common method for evaluating a candidate's
interpersonal skills, communication skills, and general fit with the team and
organization.

The PDP ProScan personality exam was where Dolan added his special touch, though.
He included this component after the interviews because he saw its potential to reveal
personality traits about the candidates that are very important for success in the sales
industry. He was able to pinpoint important characteristics of high-performing
salespeople as a result of this addition.

Although Dolan's method of gradually reducing the candidate pool worked in the end,
there is still potential for improvement in the order in which these strategies are used.
Personality tests might be added earlier in the process, perhaps following the initial
resume review or the first round of interviews. By doing this, time and resources might
have been saved by more quickly identifying applicants who possessed the particular
personality traits required for the position.

It's crucial to remember, too, that Dolan's dedication to thorough screening and his
readiness to constantly enhance the hiring procedure mirror Kinaxis' commitment to
matching its personnel with the organization's values and culture. Because of this
dedication to rigorous evaluation, the chosen applicants are guaranteed to not only
match the job requirements but also to fit in perfectly with the organization's overall
ethos and vision.
2. What were the advantages to Kinaxis of using personality tests to help select
sales representatives? What were the disadvantages?

Personality assessments were used to help Kinaxis choose its sales representatives,
and the results were quite positive. The hiring process gained an objective and
standardized dimension, which is essential when assessing candidates for positions
that call for a particular personality type. These assessments established a
standardized framework for the evaluation of qualities that were directly pertinent to the
sales role and gave a consistent basis for comparing candidates. For instance,
characteristics like extroversion and assertiveness, which are recognized as critical
indicators of success in sales, could be assessed more objectively. Furthermore,
personality testing allowed Kinaxis to create a standard or point of reference for the
ideal applicant profile by examining the profiles of current successful sales reps.

However, using only personality tests for the hiring process presented several
difficulties. The potential for misinterpreting test results was one major worry. Although
these tests can provide insightful information about a candidate's personality, they are
not perfect and should only be used sparingly. Making decisions purely based on test
results carries the danger of potentially ignoring other important considerations.
Furthermore, if personality tests are used too frequently as the main screening tool,
individuals who, while not exactly meeting the standard, have special abilities, expertise,
or experiences that could make them great additions to the business may be excluded.
Consequently, the use of personality tests should be viewed as a tool within a thorough
candidate evaluation strategy that strikes a balance between assessing personality
traits and taking the whole range of a candidate's potential into account.

3. Given the information gathered from the selection methods, what process did
Dolan use to make his selection decision? What improvements can you
recommend to this process for decisions to hire sales reps in the future?

In order to make decisions, Bob Dolan combined information from personality tests with
information on key account signings. Notably, he eliminated applicants who had low
dominance ratings but high conformity because he thought they could be too
preoccupied with pleasing customers at the expense of the interests of the company. In
the end, Dolan gave preference to individuals who had a history of gaining three or four
sizable clients in the previous two years.

Dolan can think about including personality testing earlier in the hiring process, perhaps
before conducting interviews, to maximize his selection process. This change might
speed up the process of finding qualified individuals and boost its general effectiveness.
It would be a useful improvement for next employment initiatives.

Dolan can also consider developing a structured interviewing procedure that particularly
evaluates competences and abilities directly related to the sales function. This strategy
would offer a more thorough assessment of applicants, concentrating on their aptitude
and appropriateness for the position. Such a thorough interviewing strategy could
improve the selection process and make sure that candidates have the necessary
abilities and traits for success in the sales function in addition to the proper personality
features.