Dr. Charles R. Crowell This is Me

Education

 View all 9 references Web References

1. 1. Pantheon Partners International-On The Nature And Evaluation of "Performance Diagnosis"

   www.ppinc.org/library/perfdiag - [Cached]

   Published on: 3/8/2008   Last Visited: 3/8/2008

   Dr. Charles R. Crowell University of Notre Dame

2. 2. Frontline Group FTR--Sales Culture

   www.ftrinc.com/library/rbarts/ - [Cached]

   Published on: 9/30/2000   Last Visited: 9/30/2000

   Selection is all about renting behaviors, not renting people, explains Charles Crowell, Ph.D., psychology professor at the University of Notre Dame and a consultant for FTR. Together, HR and the bank's senior managers have to identify the things that should be said and done (i.e., the behaviors) to help support the bank's sales culture..
   
   Crowell says the objective is not to screen candidates using a list of desired traits and characteristics. This approach gathers a higher percentage of new hires who look good on paper, but who can not perform on the job. Instead, hiring executives should consider the skills and behaviors being offered by the applicants.
   
   Dr. Crowell suggests that you should first look at what the job entails to determine what behaviors to look for in a prospective bank sales manager or sales banker.
   
   Let's say you want to hire sales bankers who possess basic bank product knowledge and can use this knowledge effectively in discussions with customers (i.e., they have good communications skills). that be your first step..
   
   The next step is to focus on those skills and abilities that are foundations to the key performance areas (in this example, having basic product knowledge and good communication skills). Foundation skills and abilities are those that would be more difficult or costly to train after employment.

3. 3. OBM Network Newsletter: Volume 21, Number 2, 2007

   www.obmnetwork.com/resources/n - [Cached]

   Published on: 8/15/2007   Last Visited: 2/10/2008

   Charles Crowell, UND