Modeling Top Performers

Profiling top performers to establish a model for selection is a sure way to hire the "wrong" person. The attempt to duplicate success may seem like a good idea, but the reasons people succeed are not evidenced by just measuring the characteristics of top performers.

More important are the differences between top performers and low achievers. For example, a comprehensive study of more than 1,000 sales superstars from 70 companies showed that the top three characteristics shared by high achievers were (1) the belief that salesmanship required strong objection-answering skills, (2) good grooming habits, and (3) conservative dress - especially black shoes. However, a study of the weakest performers at these companies revealed that the same three characteristics were their most common traits. The lesson: You must "validate" critical success skills by comparing large enough samples of top performers and weak performers to find the factors that consistently distinguish the winners from the "also rans." Otherwise, you may select well-spoken, well-groomed candidates who fail quickly but with style.

We can help you identify the traits that do predict success on the job!