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ABSTRACT" This study investigated the relative effectiveness of several types of predictors of sales performance in a human resource consulting firm. These predictors included scores on an assessment center, a structured interview, a test of technical knowledge, and a simulated sales presentation. The criterion measure used was supervisory ratings of overall sales performance, or "the extent to which this person accomplishes sales quotas." In addition, the skill to skill validity of the counselor selling dimension, which included relating, discovering, supporting, advocating, and collaborating, was assessed. Results indicated that both the structured interview and the assessment center were effective in predicting sales performance, (R = .63, F= 7.90, p = .002). Also, this study indicates that performance in each of the skill areas of an assessment center or of an interview is a valid predictor of on the job performance in each of the same skill areas.

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Despite the existence of an overabundance of research articles, reviews, and meta-analyses, there still appears to be disagreement regarding the feedback techniques that produce the most optimal learning conditions. The purpose of this research was to investigate two specific types of feedback, process and outcome, as well as the sequence in which these types of feedback should be presented as trainees learn to perform a simulated radar task. It was hypothesized that individuals receiving process feedback followed by outcome feedback would perform better on the simulated radar task than those receiving feedback in any other sequence. The results of this study indicate that individuals receiving feedback, regardless of the type and sequence, performed better at the end of training than those who did not receive feedback. No support was found for recommending a process-outcome feedback sequence.