Whitepapers

Challenging the Challenger Selling Model

Challenging the Challenger Selling Model

Challenging Sales Executive Council’s Challenger Selling Model: It’s not wrong … it’s just not new, complete, or transformational. Defining sales role requirements is not as simple as comparing apples to oranges!
How to Select a Sales Force that Sells

How to Select a Sales Force that Sells

This document provides an overview, based on the World Class Sales benchmarking study findings, as they apply to what customers want from sellers and critical salesperson skills needed to satisfy those customers. It identifies the 14 different types of professional sales profiles and gives tips on how to recruit, interview and select sales representatives that will be successful in those roles.
Moneyball

Moneyball

Leveraging the Techniques of Moneyball to Put a World Class Sales Force on the Field.
Donut Deliveries vs. Sales Professionals

Donut Deliveries vs. Sales Professionals

What does your sales team look like?
Sales Transformation Roadmap

Sales Transformation Roadmap

The goal of Sales Talent Management for any organization is to identify the right talent early, screen out the mismatches before they are hired, retain the high potential talent you want to keep, and identify and develop talent for future opportunities within the organization.
Keys to Predicting Sales Success

Keys to Predicting Sales Success

Don't focus on people's traits, focus on their potential to execute the specific role-related behaviors that are most critical to success.
Hunter & Farmer Sales Roles

Hunter & Farmer Sales Roles

How to Define Traits and Motivations for Different Sales Requirements
Ensuring Your Sales Force Realignment Results in Improved Profitability

Ensuring Your Sales Force Realignment Results in Improved Profitability

Taking a Top Performer in one sales role and moving them to a different sales role is typically as effective as putting a square peg in a round hole.
Principles of Sales Compensation

Principles of Sales Compensation

This document is a guide on how to compensate different types of salespeople to satisfy different types of customers. It outlines the critical steps required to build a world class sales force. With regard to these requirements, Chally has discovered through research that there is as much confusion, conflict, and frustrations expressed about compensation as any other factor affecting salespeople.
Ten Incentive Mistakes

Ten Incentive Mistakes

First, a manager's natural tendency is to assume that salespeople are motivated by the same things he or she is. This leads him/her to get together with other managers to plot out an incentive program with prizes that please them, not realizing that salespeople most often have different drives.
TQSalesM Methodology

TQSalesM Methodology

This document illustrates the methodology of TQSalesM and potential savings if the process is applied. It also outlines the steps needed to leverage productivity advantages of this process to get the most out of your most important asset, your sales force.
Profiling Successful Salespeople

Profiling Successful Salespeople

Current economic conditions have resulted in some notable changes to our workforce. Many companies have found themselves in unfortunate positions, having been forced to lay off hundreds (if not thousands) of workers to cope with a paucity of resources and trying to maintain a competitive edge, or even stay afloat.
TQSalesM White Paper

TQSalesM White Paper

A realistic business case simulation based on Chally's extensive research, vast databases, and research reported in professional journals.
How Exceptional Leaders Develop

How Exceptional Leaders Develop

The search for managerial excellence is not new; it is a hunt that began with the inception of the first modern business. Yet in our fast-paced, high-tech world, this pursuit for outstanding leadership has reached nearly quest-like heights, spurring countless publications and studies, all attempting to identify and measure the magical components of excellence within the corporate arena.
Identifying and Selecting Exceptional Managers

Identifying and Selecting Exceptional Managers

This 32-page booklet is a comprehensive overview of research and development on management effectiveness. It identifies the skills that are true distinguishers or predictors of effective performance and 11 most common mistakes made when selecting or promoting managers.
Total Quality Management (TQM) Now Applies to Managing Talent

Total Quality Management (TQM) Now Applies to Managing Talent

TQM requires a system of precise measures – objective and accurate enough for statistical analysis. By contrast, the measurement of human work performance typically involves subjective and overly-general data that proves to be too fallible to support the level of accuracy that TQM requires. This document identifies a measurable and quantifiable six sigma-like process to help address error-prone, human aspects of talent management.
The Critical Role of Talent Analytics in Mergers and Acquisitions Success

The Critical Role of Talent Analytics in Mergers and Acquisitions Success

The art and science of managing human capital to create people-driven synergies.
9 Hiring Mistakes

9 Hiring Mistakes

The Most Common Hiring Mistakes and How to Prevent Them Science isn't always helpful to the typical businessperson. But in the area of researching and evaluating the effectiveness of different methods of hiring employees, the researchers have a lot to offer. Their ability to track and measure the accuracy, cost effectiveness and competitive value of various techniques has produced a compelling review of the nine most common mistakes in hiring or promoting employees.
Sales Selection System

Sales Selection System

The Scientific “Big Data” Approach to Assessments for Sales Selection and Development. Making effective decisions about selecting sales talent is nearly impossible when relying on methods that are subjective, inconsistent, not tailored to specific job skills, or because the results are not meaningful enough to support objective and accurate decision making. However, an assessment that creates truly predictive data is a priceless decision-making tool. That difference is exactly what makes Chally’s selection system a key model for every organization.
Where to Use Assessments in the Hiring Process

Where to Use Assessments in the Hiring Process

One of the most commonly asked questions is where to use assessments in the hiring process. The purpose of this white paper is to help you better understand the most frequent methodologies that the best companies use, as well as the pros and cons of each. Assessments can be a tremendous value-add tool to your selection process if used properly, but in many cases a company’s internal processes limit the effectiveness of the assessment results. The following will help you identity how you can better use assessments to make the best fit hires for you organization moving forward.
Trouble With Personality Tests

Trouble With Personality Tests

Personality tests are a popular component of many organizations’ hiring processes. As these tests contend to measure traits and characteristics that remain stable over time, it is intuitive to believe information regarding candidates’ individual differences in these areas would be helpful when making selection decisions.

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