January 12 , 2012
Logistics for today’s call…. All attendee’s will be on “silent” mode during the  presentation. Please utilize the “Quest...
Sales Benchmark Index will…. Send a copy of presentation to you Additional questions can be sent directly to:   Scott.Gr...
 Today’s Guest…..      Scott Gruher   Managing Consultant at SBI   Prior to SBI, Scott held Sales    Leadership and Glo...
Executive Search Statistics The average cost of mis-hire for an executive sales  leader is over $1 Million Average time ...
Why is Sale Executive Search a Problem? • Not enough time to identify, recruit, and assess   candidates • No methodology t...
Sales Executive SearchWhat is a Sales Executive Search? A detailed project with multiple phases.What does a Sales Executi...
Search Engagement Methodology                                                          Benchmark Role     Calculate       ...
Cost of Mis-Hire Calulation                                                                                               ...
Example Scorecard
Example: Custom Selection Process Flow   Step #1    • Candidate Completes Career History Form    SBI   Step #2    • Hold P...
Competencies
Competency Interview Scoring Methodology
Scoring Model                                                                                                             ...
Decision Framework                                                              Candidate Dashboard - <Insert Position>   ...
Close CandidateDon’t just send an offer to the candidate Use the Position Description to explain how the role aligns  wit...
Output Role Fit - Match top candidate to role requirements Speed - Process clarity reduces internal questioning Search ...
Search Engagement Methodology                                                          Benchmark Role     Calculate       ...
Further interest…. Download our new Ebook, Promoted to VP of Sales: The Year 1 Toolkit, by going to http://www.salesbench...
Webinar: Filling Open Reqs with Top Talent Fast | Recruiting, Selecting & Ramping Sales Leaders
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Webinar: Filling Open Reqs with Top Talent Fast | Recruiting, Selecting & Ramping Sales Leaders

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Discover how to fill your organization with top sales talent in less time. Learn how to get the best sales managers to join your company and get them productive in half the time.

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Webinar: Filling Open Reqs with Top Talent Fast | Recruiting, Selecting & Ramping Sales Leaders

  1. 1. January 12 , 2012
  2. 2. Logistics for today’s call…. All attendee’s will be on “silent” mode during the presentation. Please utilize the “Questions” feature to ask questions; simply type in your question and press enter. At the conclusion of the presentation, the moderator will facilitate the “Question & Answer” session utilizing the “Questions” feature.
  3. 3. Sales Benchmark Index will…. Send a copy of presentation to you Additional questions can be sent directly to: Scott.Gruher@salesbenchmarkindex.comJoin us for our next Webinar…. How to On Board New Sales Talent in 5 Easy Steps  Thursday, February 9th, 2012  1:00 p.m. Central  30 minutes  Register at:  SalesBenchmarkIndex.com/webinar-onboarding-new-sales-talent/
  4. 4.  Today’s Guest….. Scott Gruher  Managing Consultant at SBI  Prior to SBI, Scott held Sales Leadership and Global Accounts positions at Cintas Corporation  Scott has filled Executives level positions for multiple Fortune 500 corporations  Industries Include:  Business Services  Software  Healthcare  Publishing  Automotive
  5. 5. Executive Search Statistics The average cost of mis-hire for an executive sales leader is over $1 Million Average time to fill an executive sales position is greater than 4 months Sales Vice Presidents last an average of 19 months in their role
  6. 6. Why is Sale Executive Search a Problem? • Not enough time to identify, recruit, and assess candidates • No methodology to assess candidates accurately leads to internal disputes • More stakeholders involved in decision making • Lack of Competency definition and assessment • No sales-domain specific search resources • Lack of hiring profile clarity leads to misguided efforts
  7. 7. Sales Executive SearchWhat is a Sales Executive Search? A detailed project with multiple phases.What does a Sales Executive Search do? It identifies, recruits, and assesses key individuals to fill sales leadership positions.What does it mean to use a Sales Executive Search? A company can have a sales leadership team composed of top talent.
  8. 8. Search Engagement Methodology Benchmark Role Calculate Assess Understand Create ‘A’ Develop Build Target Identify Key Review Reporting Sales Player Position Company Candidate Cost of Mis- Comp Plan Structure Strategy Scorecard Description Plan List Hires Sales Sales Sales HR Sales Sales HR HR HR HR HR HR Set Performance Conditions Talent Selection Create Develop Transfer Deliver Conduct Custom Conduct Obtain Short Close Decision Process FastStart Reference Selection Search List CandidateFramework Knowledge Framework Interviews Process Sales Sales Sales Sales Sales Sales Sales Sales HR HR HR HR HR
  9. 9. Cost of Mis-Hire Calulation Name Name Name 1. Total costs in hiring the person ● Recruitment/search fess (any guarantee? If so, was money recovered?) ● Outside testing, interviewing, record checking, physical examCost of Mishires ● HR department time and administrative costs (for all candidates) ● Travel costs (for all candidates, spouses, other executives traveling to meet candidate) ● Time/expenses of non HR people (all candidates) ● Relocation (moving household goods, purchasing house for candidate) 2. Compensation: (sum for all years person was in job) ● Base ($__________ x number of years) ● Bonuses ("signing," performance, etc.) for all years ● Stock options (realized for all years), benefits (insurance, 401K, etc.), car, clubs ● Other forms of compensation 3. Maintaining person in job: (sum for all years person was in job) ● Administrative assistant for all years ● Office "rental" (incl. electricity, etc.) for all years ● Furniture, computer, equipment, travel for all years ● Training 4. Total severance: ● Severance fee (salary, benefits, use of office), lawyer fees ● Outplacement counseling fee ● Costs in lawsuits caused by the person (EEOC, harassment, EPA, OSHA, etc.) ● Administrative costs is separation, wasted time of people in separation ● "Bad press" (loss of corporate good will, reputation) 5. Mistakes/Failures (missed and wasted business opportunities) ● embezzled $1M ● drove a key customer away ● impaired customer loyalty ● mis-hired three people at total cost of $2.3M (applies to a manager) The average cost of ● wasted $700K on software that had to be scrapped (applies to a manager) mishire is approximately 6. Disruption (Costs of inefficiency in the organization) ● lower morale, lower productivity 6 X the base salary for ● impaired teamwork the role 8. SUM OF ALL COSTS (#1 through #7) 9. Estimated Value of their Revenue Contribution 10. NET COST OF MIS-HIRE (#8 - #9) 11. AVERAGE COST OF MIS-HIRE
  10. 10. Example Scorecard
  11. 11. Example: Custom Selection Process Flow Step #1 • Candidate Completes Career History Form SBI Step #2 • Hold Phone Screen SBI Step #3 • Conduct Topgrading Interviews SBI Step #4 • Submit Top 3 Candidates to Client SBI Step #5 • Client Interview Client Step #6 • Round Robin Interviews & Whiteboard Client Step #7 • Reference Checks (x3) Client Step #8 • Round Table Review Client/SBI Step #9 • Formal Offer Client Step #10 • Onboarding Client/SBI
  12. 12. Competencies
  13. 13. Competency Interview Scoring Methodology
  14. 14. Scoring Model Rating Benchmar Area Individual Competency Definition Gap (1 - 6) k (1 - 6) Handling different sales scenarios; setting agenda; following complex sales process guidance; 1. Sales Approach 4.2 (4.2) presenting company value propositions Demonstrating grasp of those methodologies relevant to the business; applying different 2. Pricing Methods pricing techniques to proposed solutions; ensuring sales reps are following corporate pricing 3.7 (3.7) guidance; frequency of requesting pricing exceptions 3. Opportunity Managing pipeline; inspecting Opportunities; accelerating campaigns; demonstrating deal 4.3 (4.3) Management ingenuity; providing deal-based ideas Handling competitive, price, resource, and risk challenges to proposed solutions; presenting 4. Objection Handling 4.5 (4.5) responses to objections; gaining prospect/client acceptance to proposed solutions Using give-get frameworks; representing company interests; leaving clients, partners, and prospects with feelings about how a deal was obtained; Convincing others of the merits of a 5. Negotiating 3.9 (3.9) position; achieving win-win positioning; getting others to assume a performance burden; Sales persuading customers to change course; persuading managers to alter courseKnowledge Developing customer loyalty; preventing customer attrition; ensuring accounts provide 6. Customer Focus 4.3 (4.3) strong references, generating repeat business Overseeing talent development programs and efforts; taking interest in advancement of 7. Developing Direct subordinates; success of previous subordinates in other areas of the organization; ensuring 3.2 (3.2) Reports stable of qualified and available replacements; developing Career Action Plans 8. Convert Strategy to Developing tactics to implement internal corporate sales strategy; linking customer strategic 3.3 (3.3) Tactics goals into solution; embeding customer strategic goals into customized sales collateral Adopting company policies; utilizing CRM system; adhering to sales process; understanding 9. Managing Processes sales methodologies; defining handoffs; measuring process output; providing specific 3.7 (3.7) governance and guidance around process adherence Maintaining a virtual bench; attracting top talent within the organization; assessing talent at 10. Talent Management 3.5 (3.5) all stages in a candidate lifecycle; onboarding oversight 3.9 (3.9)
  15. 15. Decision Framework Candidate Dashboard - <Insert Position> Candidate #1 Candidate #2 Candidate #3 Candidate #4 Max Weighted Raw Weighted Raw Weighted Raw Weighted Weight Raw Score Comments Score Score Score Score Score Score Score Score Background Relevance 2 20 8 16 10 20 8 16 10 20 Phone Screen 2 20 9 18 9 18 9 18 8.5 17 SBI Review TopGrading Interviews Interpersonal 5 50 9 45 8 40 8.3 41.5 7.8 39 Leadership/Management Style 5 50 9.4 47 9 45 8 40 8 40 Sales Knowledge 5 50 9.9 49.5 9.2 46 9 45 8.5 42.5 Intellectual Horsepower 5 50 9.7 48.5 8.7 43.5 8.9 44.5 9 45 Initial Interview 5 50 0 0 0 0 Client Review Profiles International Assessment 3 30 0 0 0 0 Peer Group Interview 4 40 0 0 0 0 Whiteboard Session (Eloqua) 4 40 0 0 0 0 Reference Interview 4 40 0 0 0 0 TOTAL SCORE 440 224 212.5 205 203.5 % of Maximum Score 50.9% 48.3% 46.6% 46.3% Background/Drug Screen P/F P/F P/F P/F Offer Made Y/ N Y/ N Y/ N Y/ N Offer Acceptance Y/ N Y/ N Y/ N Y/ N
  16. 16. Close CandidateDon’t just send an offer to the candidate Use the Position Description to explain how the role aligns with the candidate Sell job to candidate – personal goals, financial goals, future aspirations Paint a picture for the future
  17. 17. Output Role Fit - Match top candidate to role requirements Speed - Process clarity reduces internal questioning Search Effectiveness - Distinct candidate profile makes search more focused Turnover – detailed process reduces costly hiring mistakes Productivity – new hires ramp to full productivity faster Higher quality talent, faster, and with less hiring mistakes
  18. 18. Search Engagement Methodology Benchmark Role Calculate Assess Understand Create ‘A’ Develop Build Target Identify Key Review Reporting Sales Player Position Company Candidate Cost of Mis- Comp Plan Structure Strategy Scorecard Description Plan List Hires Sales Sales Sales HR Sales Sales HR HR HR HR HR HR Set Performance Conditions Talent Selection Create Develop Transfer Deliver Conduct Custom Conduct Obtain Short Close Decision Process FastStart Reference Selection Search List CandidateFramework Knowledge Framework Interviews Process Sales Sales Sales Sales Sales Sales Sales Sales HR HR HR HR HR
  19. 19. Further interest…. Download our new Ebook, Promoted to VP of Sales: The Year 1 Toolkit, by going to http://www.salesbenchmarkindex.com/ebook-promoted-to-vp-of-sales/Sales Benchmark Index will….  Send a copy of presentation to you  Additional questions can be sent directly to: Scott.Gruher@salesbenchmarkindex.comJoin us for our next Webinar….  How to On Board New Sales Talent in 5 Easy Steps  Thursday, February 9th, 2012  1:00 p.m. Central  30 minutes  Register at http://www.salesbenchmarkindex.com/webinar-onboarding-new-sales-talent/ Thank-You for attending…

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