--- title: "Sales Assessment Centers: A Case Study and Guide | PPS International" description: "See a sales assessment center in action: instruments, exercises, debrief design and coaching from a real global engagement to develop an existing sales force." image: https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-30ae16b22629ff3eb7d8.jpg --- [Skip to main content](https://www.ppsinternational.net/resources/case-studies/sales-assessment-center-for-global-sales-professionals-a-case-study#main-content) [![PPS International Limited](https://www.ppsinternational.net/hubfs/raw_assets/public/pps-international/assets/images/logo.svg)](https://www.ppsinternational.net/) [Expertise](https://www.ppsinternational.net/expertise) [Leadership Development](https://www.ppsinternational.net/leadership-development) [Talent Development](https://www.ppsinternational.net/talent-development) [Communication & Influence](https://www.ppsinternational.net/communication-influence) [Change & Transition](https://www.ppsinternational.net/change-transition) [Sales & HR Effectiveness](https://www.ppsinternational.net/sales-hr-effectiveness) [Performance Support](https://www.ppsinternational.net/performance-support) [Implementation Support](https://www.ppsinternational.net/implementation-support) [Solutions](https://www.ppsinternational.net/solutions) [Assessments](https://www.ppsinternational.net/assessments) [Contract Training & Facilitation](https://www.ppsinternational.net/contract-training-facilitation) [Coaching Services](https://www.ppsinternational.net/coaching) [Instructional Design Services](https://www.ppsinternational.net/instructional-design) [Interaction Styles](https://www.ppsinternational.net/interaction-styles) [Training Administration](https://www.ppsinternational.net/training-administration) [Training Programs](https://www.ppsinternational.net/programs) [Shop](https://shop.ppsinternational.net/) [Resources](https://www.ppsinternational.net/resources) [About](https://www.ppsinternational.net/about) [About PPS](https://www.ppsinternational.net/about) [Who We Serve](https://www.ppsinternational.net/who-we-serve) [Get in touch](https://www.ppsinternational.net/contact) Search the site Search Search the site Search Expertise [Explore all expertise](https://www.ppsinternational.net/expertise) [Leadership Development](https://www.ppsinternational.net/leadership-development) [Talent Development](https://www.ppsinternational.net/talent-development) [Communication & Influence](https://www.ppsinternational.net/communication-influence) [Change & Transition](https://www.ppsinternational.net/change-transition) [Sales & HR Effectiveness](https://www.ppsinternational.net/sales-hr-effectiveness) [Performance Support](https://www.ppsinternational.net/performance-support) [Implementation Support](https://www.ppsinternational.net/implementation-support) Solutions [Explore all solutions](https://www.ppsinternational.net/solutions) [Assessments](https://www.ppsinternational.net/assessments) [Contract Training & Facilitation](https://www.ppsinternational.net/contract-training-facilitation) [Coaching Services](https://www.ppsinternational.net/coaching) [Instructional Design Services](https://www.ppsinternational.net/instructional-design) [Interaction Styles](https://www.ppsinternational.net/interaction-styles) [Training Administration](https://www.ppsinternational.net/training-administration) [Training Programs](https://www.ppsinternational.net/programs) Explore [Resources](https://www.ppsinternational.net/resources) [About PPS](https://www.ppsinternational.net/about) [Who We Serve](https://www.ppsinternational.net/who-we-serve) [Shop](https://shop.ppsinternational.net/) [Get in touch](https://www.ppsinternational.net/contact) Case Study [Sales & HR Development](https://www.ppsinternational.net/resources?topic=sales-hr-development) October 18, 2023 # Sales Assessment Centers: A Global Case Study and Guide ![Two professionals reviewing a sales assessment.](https://www.ppsinternational.net/hs-fs/hubfs/pps-international/resources/images/pps-resource-30ae16b22629ff3eb7d8.jpg?width=680&height=572&name=pps-resource-30ae16b22629ff3eb7d8.jpg) A sales assessment measures how the people who carry your revenue actually sell: the skills, behaviors, motivations and working relationships behind each sales representative's results. Most of what you will find on the topic is pre-hire testing, which answers a hiring question. This page answers the other question, the one sales and HR leaders bring to us more often: how do you assess the sales force you already have, so that development investment goes where it is likely to return the most? We answer it with a real engagement, a virtual sales assessment center designed and delivered for a global medical technology organization, and with the process detail you would need to plan one: the set of assessments and instruments, the communication work, the debrief design and the coaching that follows. We partner with clients on these sales assessment centers through our [employee assessment](https://www.ppsinternational.net/assessments) practice. ## What is a sales assessment? A sales assessment is a structured evaluation of the capabilities that drive sales performance, including the sales representatives' use of selling skills, behavioral preferences, level of motivation, emotional intelligence, product and market knowledge and the strength of a person's internal and external networks. Assessments can be written personality or preference instruments, live simulations of common sales situations, structured interviews, observation checklists and multi-rater feedback, to name a few. Organizations often use sales assessments for two distinct jobs. The first is as part of a selection process, often using the results as a means of screening candidates before making a hire or promoting from within. The second use of sales assessments is for development, using the results to better understand the strengths and development needs of the sales representatives already in the role so that coaching, training and stretch assignments can be matched to what individual sales representatives and groups actually need. ## Sales assessment tests and assessment centers: which one you need Sales assessment tests and assessment centers have similarities, but each format is used in different ways. | | Sales Assessment Test | Sales Assessment Center | | --- | --- | --- | | Format | A single instrument, often written and completed online, usually taken in 30 to 90 minutes. It could be a sales-specific instrument or another instrument that measures related skills, preferences and competencies. | A multi-method process that combines several instruments, structured interviews, individual or group simulations and structured exercises. | | Typical purpose | Screening candidates for hiring and selection, or uncovering specific areas for development; often used in a sales coaching engagement. | Informing broader individual or group development plans; also identifying individuals for promotion. | | Output | Usually a single report with limited scope, such as an understanding of the individual's influence skills or preferences, or a fit-for-role rating. | A comprehensive report for individuals covering many factors that contribute to sales success; a group report covering trends seen across the cohort; an individual and group development plan. | | Level of effort to implement | Generally low effort and coordination needed, especially if the instrument is a written one. | High level of effort, particularly if the assessment center includes live simulations or mock scenarios, or large groups of sales representatives participating. | | Benefits | Ease of implementation; accessibility; speed to implement. | Comprehensive view of performance possible; can create a team-building effect if done as a group with a debrief. | | Cautions | If using a single instrument that is not customized to the role or organizational culture, results may not directly align with success in role. | If one component is group experiences or simulations with observers, be aware of cultural and personality preferences that may bias evaluation (for example, lack of eye contact due to cultural differences or neurodiversity). | If organizations are using assessments for hiring and selection, a well-validated test often provides enough data to support decision making during selection and, later, development in onboarding and beyond. If the organization's goal is to develop an existing sales force, especially one whose sales representatives have wide ranges of tenure and skills, using a single instrument may be too narrow to uncover meaningful group-level results. ## A sales assessment center case study ### Situation A high-growth, global medical technology organization had sales representatives at varying tenures, sales and leadership ability. All were tasked with continuing the double-digit growth in existing and new markets; not all were equipped to make it happen. Their HR Business Partner also recognized that these sales representatives fell into one of two categories with regard to the strength of their internal networks: either they had (1) robust and varied relationships with marketing, research and development, operations and more, or (2) they had very limited networks to draw upon in working with current and potential customers. Knowing the vast differences in the developmental needs for this critical population, the client sought a partner to assess, build individual development plans and coach on areas of high-return development. ### Desired outcomes for the sales assessment center - Identify strengths and plans to leverage these skills. - Identify developmental needs for individuals and any group trends. - Gain organizational insights for an audience critical to success. - Identify high potential talent, who would be able to move into leadership. - Identify highly-skilled sales associates to be mentors to less tenured peers. - Implement globally to recognize regional and cultural differences. ### Our solution - PPS leveraged the company's sales profile and selected assessments appropriate for measuring those skills and competencies. - PPS created a customized communication package to explain the assessment center, how the results would be used and the benefits to the organization and individual. - PPS crafted a client-specific results-report and development plan template for use in the multi-hour virtual debrief. PPS also created a structured process for follow-on one-on-one coaching that would be consistent from region-to-region. - PPS trained assessors within the organization, entered and interpreted data and debriefed and provided individual and group reports. ### Assessments and services leveraged in the sales assessment center - [Client-specific 360-feedback survey](https://www.ppsinternational.net/assessments) customized by PPS International Limited - *LVI®* assessment - [*Harrison Assessment®*](https://pps-international.harrisonassessments.com/) - *eQi®* assessment - Individual interviews - Coaching services ### Success indicators - Assessments were available with limited time and resources needed for customization. - Assessments were specific to the sales roles and functions. - Analysis report structured for ease of individual understanding and for review by stakeholders to see group trends. - Clear path through the virtual assessment center, debriefing session and follow on coaching and close out calls. - Integrated company-specific values and expectations into the process. - Curation of company-specific development opportunities and tools; matched available development to assessment outcomes. ## What each assessment contributed Assessment centers are worth the effort to customize and implement because the output reports provide breadth and depth of insights into sales representatives' skills, knowledge, abilities and motivation. Each assessment or instrument used can uncover an element that contributes to the entire picture of strengths and development gaps of the sales representative, and the assessment center process can also provide an avenue for coaching and development that is very useful even to the most skeptical sales professional. In this client situation, several components and methods of assessment were used: | Component | What It Was Included For | What It Did | | --- | --- | --- | | Role profile or competency model | What the sales role actually requires now and into the future for success and achievement of organization-specific goals. | The lens the assessments were chosen or customized against, and the standard used for gauging whether results were at performance level or not; the engagement began with a review of the company's existing sales profile. | | Customized 360-degree feedback | A view of how managers, peers and others perceived the behaviors of the sales representative. | Made visible differences and similarities in how various stakeholders experienced the way the sales representative used skills and behaved in common sales situations; uncovered how individuals perceived their own strengths and development needs. A 360 is often the only instrument that focuses on self versus others' perceptions, and it can uncover more than behaviors: strengths or deficiencies in relationships as well. | | Behavioral preference instrument | To show the preferences, drivers and derailers to performance likely to show up in the sales representatives when they are working under pressure. | Explained alignment between role preferences and individual preferences, calling out potential areas of alignment and misalignment to account for during coaching. | | Emotional intelligence measurement | To check the level of self-awareness, empathy and self-management of sales representatives. | To support sales representatives in addressing any self-management skills that could damage rapport when working with customers; emotional intelligence is a high-priority competency for success in sales roles and is frequently the main differentiator in performance between technically similar sales representatives. | | Individual interviews | To provide sales leaders and others in talent development, career planning and succession planning roles with information about each individual's desire for growth in role and within the organization; to better understand experience and self-perceptions. | Allowed sales representatives to fill in the gaps that instruments did not cover; allowed individuals to have two-way dialogue about their commitment or their career aspirations. | | Observed on-the-job checklists (optional) | To provide sales representatives and their managers with a point of reference for on-the-job coaching and feedback. | Provided a means for ongoing development tied to the highest priority competencies and behaviors. | A note on assessment and instrument choice: the set of assessments included in this client's assessment center was developed to align to the client's success profile, currently available data on sales representatives, instruments already in place within the organization, and project timing and budget constraints. We recommend selecting assessments against your own role profile rather than duplicating any list, and choosing instruments that are ready to run with limited customization, a criterion the client in this case weighed heavily. ## How to run a sales assessment center: the working sequence 1. **Start from the sales profile.** Define what the role requires in observable terms for success now and into the future before researching and sourcing instruments and assessments. If a profile already exists, as it did with our client, validate that it still matches the strategy the sales force is being asked to deliver. 2. **Select instruments against the profile.** Choose the smallest number of assessments, instruments and methods that cover the profile from multiple angles, and confirm each instrument is appropriate for development use, available in the languages you need and deliverable in your time frame. If using for selection, you must ensure that the instrument is validated for selection purposes and that it ties to success in role without cultural or other biases. 3. **Decide data governance early.** Determine who will see individual results, who will see group results and how each will be used, and match the methods to the organization's culture, the outcomes it wants and the budget available. These decisions belong in the communication package, not in a later conversation. 4. **Communicate before you assess.** A purpose-built communication package should tell every participant what the center is, how results will and will not be used, and what the individual and organization gain through the effort. In our experience, this step determines whether the process is met with enthusiasm and candor or with reluctance and defensiveness. It deserves the same design attention as the instruments themselves. 5. **Run the assessment center.** In many cases, using a virtual format spreads instrument completion and interviews over a scheduling window that respects territories and time zones, and can be as effective as being in person. If sales representatives work in teams, or mostly work with one another and clients in person, consider having your assessment center mirror this dynamic and be in person, especially for components such as group simulations or sales-call simulations. 6. **Build and integrate the data.** Trained analysts should enter and score the data for any assessment components and instruments that are not already analyzed through a centralized, proven system. Live simulation, group experience and sales-call simulation observation results need to be reviewed by a limited number of assessors against a tightly defined set of criteria. Interview outputs and responses can support observation results if you plan questions to check for understanding and intent of those being assessed. Strong analysis will almost always seek to resolve apparent contradictions before anyone sees an individual or group report. A results report should be structured so the individual can understand it without a psychometrician in the room, and so stakeholders can read group trends without reading forty individual files. This is a place where gen AI tools can be helpful, but they should be a supplement to an assessor, not the primary method for compiling a report. 7. **Debrief and build the development plan.** We consider a debrief to be a working session, not a results announcement; the engagement above used a multi-hour virtual debrief with a client-specific report and development plan template to bring value to the individual, the leadership team and the organization, and to create actionable outputs that would improve sales results. Share results back to participants; in our strong belief, that transparency is what makes the development purpose credible. 8. **Coach the plan forward.** Consider using structured follow-on coaching that is consistent from region to region, so that you turn the plan into practice, with close-out calls to consolidate progress. ## The debrief: where assessment becomes development Sales professionals are often very open to feedback and development if they can see how it directly improves their ability to develop business. Because of this, use a debrief that starts with strengths and creates a plan for sales representatives to use them more deliberately. Ensure that sales representatives have a voice in interpreting their own data and creating their own plan. Be careful to treat any surprises as questions to explore rather than findings that need to be defended. Reserving multiple hours for that conversation, as this engagement did, signals that the organization intends to focus on development and enhancement of skills. A rushed debrief after a thorough assessment undermines the development purpose and can contradict what the communication package promised, breaking rapport and trust with an important population. ## Training internal assessors A consideration that may reduce implementation costs is to build client-side assessor capability, especially if internal resources are seen as impartial and credible. Internal assessors can be trained on the instruments, and their involvement in the feedback process can carry future cohorts without repurchasing external delivery. If using internal resources, assessor training needs to cover instrument interpretation, feedback skills and calibration across assessors, so that a sales representative in one region is read by the same standards as a peer in another. We suggest pairing new internal assessors with experienced ones for their first debriefs; confidence in feedback conversations grows faster through observation and practice than through certification alone. A caution, though: our experience shows that sales representatives—and most others being assessed—prefer and trust external resources over internal resources when it comes to assessment administration, observation and results interpretation, analysis and debriefing. This is not because internal resources are less skilled, but because external resources often do not have the history and relationships of those internal to the organization, nor do external assessors have authority to make career decisions that may affect those being assessed. Most organizations find the best success in separating the assessment and debrief process from the use of results for this reason. Additionally, sales representatives are especially tuned in to the uniqueness of their roles and tend to trust those who have experience in sales over those without. External assessors and coaches can be selected specifically to have a background in sales to assist with this. ## Running an assessment center across regions and cultures In this client's situation, the mandate included implementing globally in a way that recognized regional and cultural differences, and that requirement shaped the design and selection of instruments. What global implementation asks of those implementing assessments and assessment centers is that instruments be validated and available in participants' working languages; interviewers who understand that self-presentation norms differ across cultures, so identical answers do not always mean identical things; scheduling that rotates inconvenience rather than concentrating it in one region; and feedback delivery adapted to local norms about directness while the standards themselves stay consistent. An assessor who reads one region's communication style as the global benchmark risks misreading talent everywhere else, and the cost of that misreading grows when results feed promotion conversations. Group simulations in particular may not surface what you are looking for in some cultures; in Japan, for instance, many participants will defer to age, experience and authority. As an example, in this assessment center, the structured interview questions were varied in wording from region to region, being careful not to change meaning, but to include prefacing statements that softened questions that may have seemed intrusive to those in some cultures. The customized 360-feedback instrument used was offered in multiple languages. Observation checklists took into account differences in behavior that may have been seen in sales calls for cultural reasons, such as greetings during in-person sales calls, follow-up protocols and more. ## Using the results beyond the individual Individual development plans are the visible output of most assessments and assessment centers, and they have strong value if the individual is committed and resources exist to support development. When read and compiled across a population, assessment center results and the resulting individual development plans become organizational intelligence, showing group trends where the whole sales force needs investment. This can shape training curricula and manager priorities for coaching and feedback. The engagement above was also designed to identify high-potential talent able to move into leadership, which feeds [succession planning](https://www.ppsinternational.net/resources/articles/whos-next-a-succession-planning-primer) with evidence rather than reputation. It also identifies highly skilled sales associates who could mentor less tenured peers, and creates a development channel that costs little and lands with unusual credibility. Assessment results like these often become the baseline for [building a sales leadership development program](https://www.ppsinternational.net/resources/articles/how-to-plan-sales-leadership-development), and they pair naturally with the system-level work described in our [sales team enablement case study](https://www.ppsinternational.net/resources/case-studies/sales-team-enablement-a-case-study). For information on the broader consulting picture, see our [sales and HR effectiveness](https://www.ppsinternational.net/sales-hr-effectiveness) work. ## Frequently asked questions ### What is a sales assessment? A sales assessment is a structured evaluation of the skills, behaviors, motivations and relationships that drive sales performance. It is used either to screen candidates in hiring or to identify the strengths and development needs of an existing sales force; the format and feedback depth differ substantially between those two purposes, and so does the follow-through. ### What is a sales assessment center? A sales assessment center is a multi-method assessment process that combines several instruments, such as a 360-degree survey, behavioral and emotional intelligence measures and structured interviews, with an integrated report, a facilitated debrief and an individual development plan. Centers can run virtually across regions, which is how the engagement on this page reached a global sales force. ### How do you choose which assessments to use? Start from the success profile for the role, now and into the future, and select the smallest set of instruments that covers it from several angles. Confirm each one is appropriate for the purpose (development or selection), available in the languages you need and deliverable within your timing and budget, and make use of instruments already in place in the organization where they fit. A written preference instrument, a customized 360, an emotional intelligence measure and structured interviews covered the profile in the engagement above. ### What exercises are used in an assessment center? Selection-oriented centers commonly use observed exercises such as role plays, case presentations, group discussions and in-basket simulations. Development-oriented centers often rely more on instruments, 360 feedback and interviews, because incumbents already produce months of live behavioral evidence on the job. The right mix follows the decision the center is meant to inform. ### How often should you run a sales assessment center? There is no fixed cadence. A full center is worth running when the sales strategy, the role profile or the population changes materially, or when a new cohort of representatives needs a development baseline. Between full centers, lighter-touch instruments, observation checklists and the coaching that follows the debrief keep development moving without repeating the whole process. ### What are best practices for using the data? Decide governance before anyone completes an instrument: who sees individual results, who sees group results and how each will be used. Share results back to participants, treat surprises as questions rather than verdicts, and use group trends to shape curricula and manager coaching priorities. Keep any promotion or selection use visible in the communication package from the start. ### How do you run a live group assessment center without overloading administration? Use a centralized, proven scoring system for written instruments, keep observed simulations to a limited number of trained assessors working against a tightly defined set of criteria, and plan interview questions to check understanding and intent so they support the observation results. A virtual scheduling window spreads the load across territories and time zones, and program administration support keeps rosters, logistics and follow-up off the assessors' plates. ### How long does a sales assessment center take? For a virtual development center, instrument completion and interviews typically spread over a few weeks around selling schedules, followed by a substantial individual debrief and a coaching sequence over the following months. The elapsed time matters less than protecting the debrief; that conversation is where the assessment starts paying for itself. ### Should assessment results affect pay or promotion? Results gathered for development should feed development; if leadership potential decisions will also draw on them, as they legitimately did in this engagement, say so in the communication package before anyone completes an instrument. Discovering a hidden use afterward is one of the surest ways an assessment program loses the trust that future cohorts need to participate fully. ## Where to start Document what your sales roles actually require, in behaviors rather than adjectives. Test it against your most effective and least effective individuals in that role. That profile makes every later choice easier. It will determine which instruments to select, what the debrief should emphasize and what development to prioritize. If your sales force spans regions and tenures the way this client's did, the case above is a realistic picture of the work involved. [Download the Sales Assessment Center Case Study](https://www.ppsinternational.net/hubfs/pps-international/resources/downloads/pps-resource-a4d701412fbe8996ece7.pdf) [Sales & HR Development](https://www.ppsinternational.net/resources?topic=sales-hr-development) [Case Studies](https://www.ppsinternational.net/resources?type=case-studies) Continue learning ## Recent Resources ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-e0ca14c82b11d27f2a47.jpg) Article Keeping Leadership Development Relevant: How Global Companies Can Evolve Programs Over Time](https://www.ppsinternational.net/resources/articles/keeping-leadership-development-relevant) ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-a0d85894924c99644293.png) Article How to Plan Sales Leadership Development](https://www.ppsinternational.net/resources/articles/how-to-plan-sales-leadership-development) ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-18541a4792de9088a187.jpg) Case Study Microlearning Examples: A Real Deployment Case Study](https://www.ppsinternational.net/resources/case-studies/digital-microlearning-a-case-study) ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-090c6ec1b4a7ba4d8f28.jpg) Video Hybrid Blended Learning: Designing Training That Works](https://www.ppsinternational.net/resources/videos/designing-training-that-works-for-hybrid-participant-groups) ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-b0109635f2767f216114.jpg) Article Networking Activities: A Facilitator's Field Guide](https://www.ppsinternational.net/resources/articles/ways-to-encourage-networking-during-training) ### [![](https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-cc44abdfc0a991700975.jpg) Article Train the Trainer: A Practical Guide for L&D Leaders Who Want to Use Managers as Trainers](https://www.ppsinternational.net/resources/articles/using-managers-as-trainers) ## We’re ready for you. 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