OutMatch Assessments Recommend Top Salespeople Who Outperform Peers and Sell More Every Year
One of the nation’s largest mutual insurance companies was ready for a change when they saw that performance
across new salespeople was not improving over time, and in some cases, was actually declining year over year.
Company Quick Facts
- Industry: Insurance
- Number of locations: 18
- Number of employees: 4,000
- Solution: OutMatch Assessments
ROI Summary: Sales Performance
Year 1 new premium sales:
- Poor Matches: $129K
- Strong Matches: $167K
Year 2 new premium sales:
- Poor Matches: $173K
- Strong Matches: $233K
Year 3 new premium sales:
- Poor Matches: $97K
- Strong Matches: $268K
By year 3, strong matches were outselling poor matches by $171K
Problem: Poor Performing Salespeople
The company saw that salespeople who struggled in the first year of employment weren’t likely to become top sellers in the future. Before investing in new salespeople, the company needed a way of knowing which candidates were most likely to succeed in the role and continue driving sales year over year.
Solution: Assessments Identify Top Performers
The company was already using OutMatch assessments for other professional positions in their organization, so expanding assessments to the sales team was a natural next step.
OutMatch created a tailored assessment for this sales role based on factors that predicted success, and the company began using it to identify candidates as strong or poor matches for the job. In the first year, the company hired 14 poor matches and 38 strong matches. After three years, the company evaluated these hires against year-over-year performance.
Looking at new premium sales over three years of employment, the difference was clear—by year three, strong matches were outselling poor matches by $171,000.
Result: 3X More Sales by Year 3
In their first year of employment, strong matches sold an average of $167,000 in new premium value, which was $38,000 more than poor matches. Strong matches continued to improve each year, while poor matches improved in year two, but sold less in year three than they did in year one.
By year three, strong matches were selling $268,000 in premium value, which was more than 1.5X what they had sold in year one, and nearly 3X more than poor matches who had the same amount of tenure.
Based on this data, the company believes that if they had avoided hiring poor matches for these sales positions, they would have driven an additional $2.4M in revenue during this three-year period.