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IT NEEDS no argument to convince the sales manager or marketing man that he should try to improve his selling organization. The big question is how to improve it. During the past several years there has been a growing interest in the application of psychological tests to the problem of selecting effective sales personnel. From the evidence available it can be stated that the use of psychological tests in the selection of salesmen can be of help in improving the calibre of men selected. However, tests are not a substitute for sound executive judgment. They are not a substitute for other accepted selection devices and procedures; they do not take the place of the application blank or of the interview. Tests serve to implement the judgment of management. The Klein Institute has tested more than 12,000 salesmen representing over 250 companies. Our research studies indicate clearly that there are few, if any, salesmen who can sell anything to anybody at any time. A salesman who can be successful for one organization in one type of selling operation may be a failure in some other type of selling operation. Evidence is at hand to show that a man with a successful selling record over a period of 10 or 15 years may make only a mediocre success or even fail when he goes to another company selling another line of goods and engages in a radically different type of selling operation to a different type of customer. It is also clear that a man who has failed in several selling jobs may, nevertheless, be a top-
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