© 2008 Pareto Law
Introduction          oAAsking Questions                                        Total Sales Culture                       ...
TThe Great Recruitment Myth            c         M hRReasons and Pretexts            P x                                  ...
Beyond the One Hour Interview         e n          t vGGood at Interviews or Good at Selling?                   o o       ...
CChosen Few        ePProven Method                                         The Chosen Few                                 ...
Developing a Culture of Sales Success         g                          sThe Problem                                     ...
Pareto Law                   Pareto House                  Church Street                      Wilmslow                    ...
Sales Recruitment & Sales Training
Sales Recruitment & Sales Training
Sales Recruitment & Sales Training
Sales Recruitment & Sales Training
Sales Recruitment & Sales Training
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Sales Recruitment & Sales Training

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Sales Recruitment & Sales Training

  1. 1. © 2008 Pareto Law
  2. 2. Introduction oAAsking Questions Total Sales Culture r Our GoalAAsk yourself honestly. In my sales team why do only n a Y You have probably made some bad recruitment d e We take our name from the visionary economist and m stthe top 20% deliver the goods? What’s more, why e s d decisions and you have probably lost some good e b his 80/20 principle which applies to sales as it c iddo I put up with 80% of my team cruising through life f a p people for want of professional sales development. e a applies to many other areas of business. Our goal a faand getting in the way of achieving our potential? o e Y You will most likely have some negative elements in e is to help you find and develop those top 20% d p y your company who think sales is somehow not in n s performers and then work with you to engender a w hDon’t worry, it’s a problem that has been around t t their vocabulary, let alone their job description. n culture of sales success throughout your gffor some time and made famous by the economist d W Working with Pareto Law means you can close the a n organisation.VVilfredo Pareto who first decreed the 80:20 law. It s e d door on past underperformance. From now on we f cddoesn’t make you a bad company but it does a p a aim to develop a total sales culture starting with the s ussuggest you have some questions to ask yourself e i r right individuals and a commitment to developing c maabout how you recruit and develop your sales teams. a v t those individuals. Our goal is to help you find and develop yourtop 20% performers. © 2008 Pareto Law
  3. 3. TThe Great Recruitment Myth c M hRReasons and Pretexts P x E Expensive Mistakes M sWWhy would you ever blame failure on hiring the a l F Few employers truly face up to the cost of mistakes c o Few employerswwrong people when there are so many other valid e s m made in recruitment. It starts with the wasted salary, w truly face up to the costrreasons for poor sales performance? Budget p m t the overheads, the car and training. Bad enough. i of mistakes made incconstraints, pricing, company branding; in short m B But it’s so much worse than that. What about the haanything that means we don’t have to own up to the e l lost opportunities, the damage to your company’s d e recruitment. It startsmmistake of hiring people who cant sell. e c r reputation or the destruction of a long term customer u f r relationship? Consider also the disruption to your a e with the wasted salary,TThe sad truth is, recruitment is a lottery, where often t s t team caused by the rogue employee, bent of sowing g pddecisions are made on emotional grounds and d discord to divert attention from his or her own o m the overheads, the carjjustified with logic. So people cover up, fudge, make p c f failings. and training. But it’s soeexcuses and meanwhile opportunities are being lost e raand cost is rising. T The plain truth is; organisations often know so little n s much worse than a about the people they hire, they might as well flip a h e c coin or stick a pin in a list of names. i a that. © 2008 Pareto Law
  4. 4. Beyond the One Hour Interview e n t vGGood at Interviews or Good at Selling? o o E Ego and Empathy E A one-hourTTraditional interviews tell you if you get on with H Having placed thousands of graduate sales d r interview cannotssomeone, whether they share your tastes, whether y y e executives with hundreds of companies we have d oyyou find them genial or not. An interview will also tell n l learned that there are no short cuts. You need a n possibly revealyyou whether the person is good at interviews. All very n o l large pool of talent to select the very best from. We eiinteresting but what they don’t tell you is: can this e h have learned that while there is no ‘identikit’ sales s whether the personpperson sell? A one-hour interview cannot possibly p person we do know that successful ones have a a erreveal whether the person has the attributes and s b balance of ego and empathy. Ego to drive to hit their E has the attributes andaattitude for selling. g goals and empathy to understand the customer’s u a attitude for selling. p point of view. T The clever part is understanding the techniques r n n needed to tease out these attributes from a e c candidate that may have little or no direct selling v o e experience. © 2008 Pareto Law
  5. 5. CChosen Few ePProven Method The Chosen Few P Productive From Da One day one Day eTThe Pareto system for assessment, selection and a m F From the thousands of applicants we receive a But that’s just the start. They won’t be sent . wpplacement of sales staff has been highly successful ff e m monthly we proactively telephone interview each one o unprepared into the fray. They will first undergo ybbecause it replaces gut feeling with proven method. t w with a knowledge bank built up since 1995 to k p s some of the most intensive sales training nWWe have a dedicated team trawling the market for e w i identify the top 20% potential who are then invited o w programmes in Europe. The programme they rtthe best graduate talent and then we apply n h t to an assessment day. A combination of panel b f follow will teach them the high-level h -aassessment and selection techniques that are both h i interviews, group dynamics, psychometric profiling m s c communications skills to ensure they are t rrrigorous and exhaustive. Indeed so much so that, e e a and the now legendary three-minute presentation is m productive members of your team from the f effor most companies it would not be economically w a aimed at ensuring that anyone who makes it through a d day they start work.vviable to conduct the process in house. i is right for the job, if a little exhausted by the end of t t the day. O Over the next six to twelve months the employee is e o c called back for further intensive training, based on e practical experience within your company. t u © 2008 Pareto Law
  6. 6. Developing a Culture of Sales Success g sThe Problem C Completing the Mosaic s C Challenging Beliefs sSSo much of your success depends on making the e e A Alternatively there may be key parts missing from the W Working with Pareto will be like working with no eright recruitment decisions but we also believe that o t m mosaic of skills that are holding them back such as e g o other company. We willl challenge some entrenched noorganisations can build a culture of sales success d u s selling over the phone or high level negotiation skills. o l beliefs taking some of your people outside of their y owwithin their existing work force. r c comfort zone. But remember we base our claims on e w Increasingly clients are seeing the value of turning all t proven methodologies that have worked for many vTThis may mean retraining existing sales people to n t t their staff into sales people whether it is their o leading blue chip companies. poovercome some of the negative beliefs they have v p primary job function or not. And this can be achievedaacquired over the years or grafting a sales culture on s f b by bespoke training programmes or a combination o m If you would like to know more about or method and etto individuals who shun the sales function through n o of public courses tailored to a given training needs e g how we can help you build success into your sales b clack of understanding or motivation. o v a analysis. o organisation please call 01625 255255 or email: a 5 info@paretolaw.co.uk or visit k t w www.paretolaw.co.uk k We base our claims on proven methodologiesthat have worked for many leading blue chipcompanies.TThis brochure is for information only and all business carried out by Pareto Law subject to and upon Pareto Law’s terms of business, a copy of which is available upon request. ly u y s j a p u , c py p qu © 2008 Pareto Law
  7. 7. Pareto Law Pareto House Church Street Wilmslow Cheshire SK9 1AX t 01625 255 255 f 01625 255 256 e info@pareto.co.uk w www.pareto.co.uk

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