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Greg's presentation at SS conference 2009
The document discusses seven steps to improve sales recruitment and avoid hiring poorly performing salespeople. It recommends 1) considering whether industry experience is necessary or if sales skills can be trained, 2) targeting advertisements to attract the right candidates, 3) evaluating sales pitches, 4) using personality assessments during interviews, 5) administering sales-focused tests, 6) making conditional offers quickly while thoroughly checking references, and 7) providing training but being willing to terminate new hires within 90 days if they do not meet performance standards. The document emphasizes using objective evaluations to recruit top performers who are a good personality and skills fit while avoiding costly hiring mistakes.
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Greg's presentation at SS conference 2009
- 1. The Sales Marketpresents… Getting the Hiring Process Right By Greg Longstaff
- 2. www.salesmarket.co.nz Did you know Einstein’s definition of insanity? The Sales Market Albert Einstein said: “The definition of insanity is doing the same thing over and over again and expecting a different result.”
- 3. www.salesmarket.co.nz Getting the WRONG sales staff can cost you a lot of money … So, why settle for less?
- 4. www.salesmarket.co.nz A businessman I know adopted a rule that says … The Sales Market If you don’t let them in, then you don’t have to throw them out!
- 5. www.salesmarket.co.nz Reasons Why the Average Salesperson Doesn’t Get Business • We’re too expensive. • Our discounts weren’t enough. • It wasn’t the right time, they said come back in ‘X’ weeks/months/next year. (….or how about never)! • They don’t have the budget. • We just missed out to another company. • They already have a relationship with another company. • Ra Ra Ra Ra Ra
- 6. www.salesmarket.co.nz Guess What? Almost all of these are an excuse!
- 7. www.salesmarket.co.nz Seven Steps to Sales Recruitment, So You Don’t Recruit a Lame Dog!
- 8. www.salesmarket.co.nz Step 1 – Do You Need Industry Experience? • Of course your industry is different. However sales are based on human psychology and relationships. • They don’t need to have worked in your industry at all.
- 9. www.salesmarket.co.nz Getting a great salesperson means you seriously need to consider whether you’re willing to train them! • If you are not prepared to train them, then you’ll properly be prepared to accept (and expect) second best ... • …….because truly good sales people expect you to invest in training them properly.
- 10. www.salesmarket.co.nz Step 2 – Advertise the Right Way • Too many sales recruitment adverts are all about the job. Very little about the sort of person they want to recruit. A REALLY good salesperson
- 11. Step 2 –Advertise the Right Way Cont’d Your advert needs to go into the best media to capture the type of sales people you want. www.ema.co.nz/the_new_way_to_recruit_staff.htm
- 12. www.salesmarket.co.nz •An initial $200 credit to get you started. • For $249 +GST you can advertise on Seek, Trade ME & NZ Herald jobs online
- 13. Step 2 –Advertise the Right Way Cont’d
- 14. Step 2 –Advertise the Right Way Cont’d
- 15. www.salesmarket.co.nz Step 6 – Decide Fast Slowly • If you’re sure they’re the right fit, make an offer of employment subject to reference checks.
- 16. www.salesmarket.co.nz Step 7 – Hire Slow, Fire Fast • Have regular reviews to monitor their performance. • Remember if they don’t show signs of making it within their first 90 days, you can use the probation law to move them on. • Don’t hold on to bad sales staff!
- 17. www.salesmarket.co.nz Once they are in place, make sure they understand … • Your industry. • What you are selling. • Your key competitors. • Your current customers. • The marketing area.
- 18. www.salesmarket.co.nz If they don’t start bringing in sales, ask yourself the reasons why?
- 19. www.salesmarket.co.nz Rememberkeep training and developing them • …..but what if I train them … and they LEAVE? • ….. Well what if you DON’T train them … and they STAY!! Now, let’s look at one of the best ways we can assist you with recruiting great sales staff …
- 20. Personality Profile Assessments Welcome to an Intro to the McQuaig Word Survey For The Business Franchise Group Personality Profile Assessments © Copyright 2005
- 21. Personality Profile Assessments The McQuaig System Personality Profile Assessments © Copyright 2005
- 22. Recruitment and selection Personality Profile Assessments © Copyright 2005
- 23. Why test ? Why test at all …… Why take the time to do so ? Understand the candidate, by peeling back the top layers, and digging deeper, and limiting the “halo” effect during interviews. Look at the “team” fit - its like buying a house, seeing whether the furniture will fit ok. Helps identify reference and interview questions. Helps create benchmarks and role models for future recruitment. It’s a powerful tool with uses beyond merely recruitment, such as staff development Making a placement error is VERY costly and employee’s hard to remove once in a business. Personality Profile Assessments © Copyright 2005
- 24. Turnover costs •advertising costs/recruitment agency fees •candidate screening & interview costs •testing materials •reference checking •training costs •new employee productivity – learning curve costs •employee benefit costs Personality Profile Assessments © Copyright 2005
- 25. The additional benefits •improved efficiency •higher morale •better communication •stronger teams •increased quality •less downtime •lower costs Personality Profile Assessments © Copyright 2005
- 26. The Steps toSuccess • define the position • assess the individual • manage the person • develop their strengths Personality Profile Assessments © Copyright 2005
- 27. A Three Stepprocess ASSESS The McQuaig DEFINE System™ RETAIN THE INSIGHT TO ASSESS AND MANAGE PEOPLE Personality Profile Assessments © Copyright 2005
- 28. Defining Defining the job Personality Profile Assessments © Copyright 2005
- 29. The McQuaig JobSurvey® Is an objective measure of the Owner’s view of the temperament required to perform a particular Job Personality Profile Assessments © Copyright 2005
- 30. Assessing Assessing the candidate Personality Profile Assessments © Copyright 2005
- 31. 3 best waysto improve predictability •skills & abilities testing •behavioural questioning •personality profiling Personality Profile Assessments © Copyright 2005
- 32. Three levels ofappraisal •Appears To •Can Do •Will Do Personality Profile Assessments © Copyright 2005
- 33. Three levels ofappraisal Level 1 Level 2 Level 3 Appears To • Appearance, poise & dress • Manners & expressiveness • Interests & goals (Halo effect sometimes) MINIMAL IMPACT ON PERFORMANCE IN THE JOB Personality Profile Assessments © Copyright 2005
- 34. Three levels ofappraisal Level 1 Level 2 Level 3 Appears To Can Do • Appearance, poise & •Knowledge & dress skills • Manners & •Training & expressiveness education • Interests & goals •Experience MINIMAL GREATER IMPACT IMPACT ON PERFORMANCE IN THE JOB Personality Profile Assessments © Copyright 2005
- 35. Three levels ofappraisal Level 1 Level 2 Level 3 Appears To Can Do Will Do • Appearance, Poise •Knowledge & •Attitudes & beliefs & Dress Skills •Internal motivation • Manners & •Stability & persistence •Training & Expressiveness •Maturity Education •Intelligence • Interests & Goals •Experience •Aptitudes •TEMPERAMENT MINIMAL GREATER GREATEST IMPACT IMPACT IMPACT ON PERFORMANCE IN THE JOB Personality Profile Assessments © Copyright 2005
- 36. Skills and AbilitiesTesting Personality Profile Assessments © Copyright 2005
- 37. The McQuaig OccupationalTest® The McQuaig Occupational Test® is an indication of an individual’s mental agility Personality Profile Assessments © Copyright 2005
- 38. Behaviour Behaviour based interviews starts with replacing future promises with past facts & habits Personality Profile Assessments © Copyright 2005
- 39. Principals for exploringpast actions • The more recent the behaviour, the more predictive it is of future performance. However, • the more long-standing the behaviour, the more deeply rooted it is. Personality Profile Assessments © Copyright 2005
- 40. Personality Inventories Personality Profile Assessments © Copyright 2005
- 41. Temperament The way we go about the execution of a task, project, or in fact our whole life, if we are left to our own devices. It fashions the way we apply our values, attitudes and beliefs, but does not alter them significantly Personality Profile Assessments © Copyright 2005
- 42. The McQuaig WordSurvey® is an objective measure of an individual’s temperament Personality Profile Assessments © Copyright 2005
- 43. Situational behaviour Situational Behaviour The temperament we adopt to cope with the demands of our Current role or situation Personality Profile Assessments © Copyright 2005
- 44. What do thefactors measure? Graph Abbreviation Legend Situational Real Do So Re Co Do So Re Co 90 Above the 42 line 80 Do = Dominant 70 So = Sociable Re = Relaxed 60 Co = Compliant 50 42 40 Below the 42 line 30 Ac = Accepting 20 An = Analytical Dr = Driving 10 In = Independent 0 Ac An Dr In Ac An Dr In Personality Profile Assessments © Copyright 2005
- 45. Filter out thetime wasters There are plenty of ‘square pegs’ in the marketplace looking for ‘round hole’ jobs. Their chance of success in those positions is far lower than a candidate who fits. Learn how to screen out high risk candidates Personality Profile Assessments © Copyright 2005
- 46. Pick a winner! There are lots of high potential staff out there waiting for an opportunity. Giving the right people a chance can be exceptionally profitable. Learn how to identify potential stars Personality Profile Assessments © Copyright 2005
- 47. Q & ATime Any Questions? www.personalityprofileassessments.co.nz © Copyright 2005
- 48. Summary 1) Do You Need Industry Experience? 2) Advertise the Right Way 3) Get their Sales Spiel 4) Conduct a Psychological-Interview (McQuaig) 5) Perform a Sales Profile Test (McQuaig) 6) Decide Fast Slowly 7) Hire Slow, Fire Fast Thank you. www.personalityprofileassessments.co.nz © Copyright 2005