How to Hire
What role are you trying to fill
An aggressive outside or outbound
salesperson to drive new business
A nurturing salesperson to attend to
the needs of your existing customers
Hunters are impatient, action
oriented, persistent and focused
on goal attainment.
They dislike paperwork, but enjoy
being turned loose to operate
Most are highly social risk takers. They
are motivated by and respond to
Farmers like developing and nurturing
customer relationships, attending to
ongoing customer needs and helping
Farmers are great at follow up, most are
detail oriented and good at paperwork.
Most companies need both
Don’t expect Hunters to be great at
customer service (although some are),
follow up (outside the sales process) or
paperwork. Don’t expect Farmers to
spend their days cold calling.
Many organizations have successfully
teamed Hunters with Farmers.
◦ Hunters bring home the bacon
◦ Farmers fry it up in the pan
What salespeople do
◦ Acquire names, contacts, referrals
◦ Research and prepare for calling
◦ Make the call
Get through to the decision-maker
Assess interest or need
Make the appointment for consultation
◦ Conduct an assessment of needs and
◦ Gather all needed information.
◦ Assess and interpret buying signals.
◦ Move the process forward by securing a
commitment for presentation.
◦ Develop a proposal that matches the
needs revealed by the customer in the
◦ Make the presentation TO THE
DECISIONMAKER in a professional,
polished and persuasive manner.
◦ Answer all questions and objections.
◦ Secure a commitment for decision.
◦ Negotiate program/product mix.
◦ Secure agreement on terms for delivery,
payment, and other details.
◦ Get contract signed, paperwork
◦ Initiate any internal processes
◦ Follow up with client, internal
Your new hire should be good
at ALL these processes
What’s the cost of making a poor
Wasted management resources
(time, training effort, etc)
Wasted salary and other hiring costs
Risking customer relationships
Damaging morale on the team
Effect of eliminating low-performers and replacing them with mid-
Analysis of team performance--team
Individual Sales Number of Individual Total Sales 10% increase 20% mid- Replace quot;No-
Target = $100,000 Salespeople in Sales Revenue for across the performers only hopersquot; with
Category Revenue Team board mid-performers
(130%) 2 $130,000 $260,000 $286,000 $260,000 $260,000
Near Target (85%) 6 $85,000 $510,000 $561,000 $612,000 $680,000
(30%) 2 $30,000 $60,000 $66,000 $60,000 $0
Total $830,000 $913,000 $932,000 $940,000
What’s the candidate’s track
◦ Success in past sales is the primary
indicator of future sales success, with
one caveat: motivation.
◦ Great sales people are passionate
about their product. Is your sales
candidate highly motivated, excited
about the possibilities and ready to
What’s the candidate’s track
•What obstacles has this person
overcome in their past experiences?
•Attitude is EVERYTHING in a
salesperson. How does your candidate
manage their attitude on a daily basis?
How goal-oriented is your
Do they have personal goals, how are
How have they felt about goals set for
them in past sales positions?
What is their process to achieve goals?
How long will it take?
◦ How much training will the candidate require
to be fully functional in the sales position?
◦ Is there a steep learning curve to your
products or processes, and if so, is this
person a quick study or will they need lots of
handholding along the way?
◦ Are you prepared to provide the training they
will need in order to be successful?
◦ Are your expectations realistic as to how long
this will take?
How long will it take?
Have you analyzed your own sales cycle well
enough to set appropriate targets and goals?
Is there an existing pipeline for your
salesperson to work or will they be starting
How does your compensation
◦ Hunters and Farmers have very different
perspectives on the risks associated with
compensation. Hunters generally have a
higher tolerance for risk (and a higher taste
for reward). Farmers’ personality usually
means they are happier knowing they can
perform consistently and get consistently
◦ Many companies have moved away from
straight commission sales, and for good
reason. Managing behavior is much easier
when your plan allows you to compensate
for desired outcomes.
The death of
Emphasis is on volume not profits
Little or no loyalty to the company is
Wide variances in income between
Tendency for some salespeople to skim
Service aspect of selling bypassed or
Pay relates directly to performance
Pay is often excessive in boom times and
and results achieved
very low in recession periods
System is easy to understand and
Strong tendency for salespeople to sell
themselves rather than the company and to
stress short-term rather than long-term
Salespeople are provided with the
Reluctance on the part of high-paid
greatest incentive possible
salespeople to move up to management
Company's selling investment is
Turnover of sales personnel tends to be
excessive when business turns bad or as
the company searches for sales staff who
can deal with the commission only
environment both professionally and
personally (income ups and downs)
Base + commission model
Improved ability to manage behavior
Better security, harmony and
Sliding scales according to Hunter or
◦ 80-20 for Farmers
◦ 70-30 for Hunters
Additional bonus pool for rewarding
specific behaviors or successes
Lower overall turnover
Greater cooperation and intra-team
Unintended consequence? Loss of top
performers due to ceilings (these folks
were probably overpaid)
Hire to fit your company culture
Commit in advance to providing
Set realistic goals
Establish adequate accountability
Manage for success
For additional help
Sales Training (classroom and customized)
One-on-One Coaching for Sales
Sales Management Coaching
Sales Processes/Systems Consultation
Leadership and Executive Coaching