Oak Island Associates
Our Assessments
Skillmeasure
Self-Assessment
Skillmeasure
180o Assessment
Halo Feedback’s Leadership
360o Assessment
Not sure what assessment is best for you? Just get in touch and we’ll help you.
For the fourth year in a row Training Industry has featured Halo Feedback (previously Profiling Online) on its list of Top 20 Assessment and Evaluation Companies.
Halo Feedback, announced its ISO 27001:2013 certification. The designation validates the security offered by Halo Feedback’s technology and infrastructure and reaffirms our company’s commitment to providing the most effective, compliant and robust platform to support our clients globally.
Harvard Business Review reports, in a 2019 article called “The Leader as Coach”, that the “role of the manager, in short, is becoming that of a coach.”
Harvard Business Review reports, in a 2019 article called “The Leader as Coach”, that the “role of the manager, in short, is becoming that of a coach.”
Aren’t there enough distractions today consuming salespeople’s time and attention without adding compensation?
At its core, Customer Verifiable Outcomes (CVOs) are those few tangible things sales leaders can manage in order to gain insight into the accuracy and quality of their teams’ forecasts.
When decisions are based on instinct and what leaders think will happen, they aren't based in fact. This means every part of the sales plan, forecast, etc. is a best-guess
76% of companies identify that sales coaching is important to their success and yet research indicates that it is poorly implemented – it is mostly informal, infrequent and…. unfortunately…..ineffective
By focusing on just two metrics, sales professionals and their managers can significantly improve client satisfaction, employee engagement & the bottom line – on both a company and individual level.
Tried and true” paradigms and designs for sales compensation plans and practices may be doomed to fail in unpredictable environments. Can we really expect the same designs and practices to work in today’s environment where everything else in your sales model is different or in flux and your quotas and goals lack the same level of confidence they normally have?
Now, more than ever, predictive assessments and behavioral interviews are critical components of a smart hire for any sales organization. While some of these steps may take more time than the historical “basics”, the time and money wasted when we need to hire new replacements for top sales performers is immense. To lessen the time necessary for extra steps in the hiring process, rethink your current process instead of eschewing proven predictive indicators.
When revenue forecasts are wrong, organizations lose both the war for talent and the battle for shareholder confidence. Even though the damage wrought by inaccurate forecasts is obvious to most corporate leaders, only 9% of companies achieve forecast accuracy rates of 5% or better.
When you’re in charge, talent turnover is an emergency. As a leader, you might already be rethinking past solutions to talent emergencies. In 2021, you can’t afford to waste time, fighting against mythical problems with employee retention and talent management, so let’s get right to the point about truth, lies, and talent.
To create a dynamic sales force ready for 2022 and beyond, organizations must invest in continuous high-quality coaching efforts. Most of us realize that closing deals is an art form which involves intense mental and emotional footwork throughout the sales cycle. As sales professionals wind their way through the longer, more complex technological maze of the “new normal”, they are dangerously vulnerable to future shock, burnout, and lost opportunities.
Whether you’re a Chief Revenue Officer in charge of sales talent at a Fortune 1000 company, a commissioned sales professional, or an entrepreneur, these seven ways to stay relevant will help you thrive in this rapidly evolving “new normal”.
In April 2021, McKinsey published “Ready, Set, Go: Reinventing The Organization For Speed In The Post-COVID-19 Era. This informative article was spot-on about the “need for speed” and reduction of “red tape” in every organization to get products and services to market faster. While we agree wholeheartedly with McKinsey’s conclusions, the article did not address the concurrent needs of the sales organization. Rapid organizational assessment (eg. Oak Island’s Salesmeasure™) enables leadership and sales talent to quickly “level up” to the higher expectations of new, faster procurement and delivery methods while still maintaining or exceeding previously established market quality and consistency.
Their leadership has the vision to see what challenges lie ahead, and they typically set aggressive goals for market share and profitability for their organizations.
McKesson Corporation devised a Dynamic Opportunity Scorecard whereby they objectively score opportunities above a certain value to determine an objective score for that opportunity
The unfortunate answer is that while AI and other technologies are used to improve forecast accuracy, the underlying cause of forecasts missing their mark lie in the biggest variable any sales force faces – the behaviors of salespeople.
The plain truth is that only 1% of companies hit their financial forecast over a three-year period, and only 20% are within 5% of their forecast. Overall, companies were 13% off, impacting shareholder value by 6%
