How to recruit great salespeople
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The document outlines 16 steps to hire top salespeople, including drawing up an attractive job posting, posting on relevant sites and tapping your network, conducting standardized phone interviews using a scorecard, validating resume information in person, assessing fit through an evaluation and project, and integrating the new hire by setting objectives. Traditional recruitment often fails because of common mistakes like relying only on resumes, doing minimal outreach, and not having an integration plan for new employees.
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How to recruit great salespeople
- 1. 1 How to Recruit a Great Salesperson We’ll be starting at 12:00 EST. Use GoToWebinar’s Questions function to ask me questions! Welcome! Sign-up to our blog: primaressource.com/en-ca/blog
- 2. • the issues caused by traditional recruitment methods • the main steps required to hire top salespeople • the importance of carefully evaluating every candidate • how to conduct efficient telephone interviews • how to up the performance of your face to face interviews • how to efficiently integrate your new salespeople Today we’ll talk about… 2
- 3. Today’s presenter Paul Lafleur Sales Performance Expert https://www.linkedin.com/in/l afleurpaul/ 3
- 4. the success rate of traditional recruitment of non-recommended candidates fail after 6 months of recommended candidates reach the top half of sales force Our recruitment stats 4 25% 75% 92%
- 5. 5 Most common recruitment mistakes
- 6. 1. Recruiting individuals from the same industry 2. Relying onthe information provided in the CV 3. Doing the strict minimum to attract potential candidates 4. Writing a generic job posting 5. Only trusting your instincts… The most common recruitment mistakes 6
- 7. 6. Thinking that there isn’t a science ofsales 7. Not having a solid integration plan 8. Being satisfied with mediocrity 9. Delegating sales recruitment toHuman Resources The most common sales hiring mistakes 7
- 8. 8 Steps required to hire top salespeople
- 9. 6 prerequisites before initiating the process 9 Analyze what hasn’t worked in the past. Conduct a thorough review of what you are looking for. Be objective ─ DON’T make the mistake of basing your prerequisites on what other businesses are looking for. Know what your needs are. What’s beneficial for your business? Separate your MUST HAVE from your NICE TO HAVE. For example, is a university degree essential to being a productive salesperson? What will you consider to be a “no-go” in a potential sales candidate? 1 2 3 4 6 5
- 10. Step 1: Drawing up your job posting 10 Generic adsattractgeneric candidates Create a job posting that will attract your ideal candidate ─ one they’ll read and think “This is me!”
- 11. Step 2: Post your job on relevant websites 11 Post your job on all relevant job sites. Don’t focus on the cost. It’s an investment, don’t limit yourself to one website. Allow for a budget of $500 to $1,000 to post on all relevant sites. Consider posting on these sites:
- 12. Step 3: Attract candidates from your network 12 Send emails and LinkedIn messages to every person you think may have the qualities and characteristics you’re looking for.
- 13. Step 4: Draw parallels with other industries 13 Identify businesses outside of your industry that have a similar sales environment to yours.
- 14. Step 5: Don’t miss any opportunities 14 Answer every sales call from representatives wanting to sell you something. If the conversation goes well, present your job opening! Unknown number
- 15. Step 6: Have them pass the pre-employment assessment 15 Once the applications start coming in, send an email asking the candidates to complete the evaluation… …before even looking at their CVs.
- 16. Step 7: Use standardized phone interviews 16 Use a replicable telephone screening process. Keep it brief: between 5 to 10 minutes per candidate.
- 17. Step 8: Complete a scorecard for every candidate 17 Use a scorecard during your phone interview to remain objective and consistent from one candidate to another.
- 18. Step 9: Validate CV info during face-to-face interviews 18 Challenge and fact-check your candidates regarding the info on their CV Is your candidate the person they claim to be in their CV?
- 19. Step 10: Ask questions about their professional experience 19 Does their work experience show success in the type of position you’re offering? Your interview plan should be the same for every candidate, but add personalized questions based on their particular experience.
- 20. Step 11: Ask questions related to their evaluation 20 Use the results from their pre- employment assessment to discuss the weaknesses in their sales DNA. This will provide information on the type of difficulties they may encounter in your position.
- 21. Step 12: Be strategic with your subjectivity 21 Allow yourself to be subjective when considering the fit with your company. • How’s the handshake? • Appearance? • Will the candidate be a suitable representative for your company?
- 22. Step 13: Get them to complete a project 22 Ask the candidates to complete a project within a set deadline. For example, this project could be an action plan for their 90 first days of employment. Eliminate the candidates that don’t complete the project for this final process.
- 23. Step 14: Connect the pieces of the puzzle 23 Base your decision on the different elements at your disposal: • OMG pre-employment assessment • Experience • Interview scorecard • Fit with your company • Subjective factors • Final project
- 24. Present your offer in 4 stages: 1. Ask if they have other offers on the table 2. Ask what they liked about the other companies and what they like about yours 3. Ask what they didn’t like about the other companies and yours 4. Ask how much reflection time they’ll need if you make an offer Step 15: Present the offer and hire the candidate 24
- 25. Step 16: Integrate your new salesperson 25 • Set objectives and define what’s expected at every step • Have frequent and coherent interactions • Help them understand your potential clients • Make sure they understand the corporate culture, the different systems and departments, and that they interact with their coworkers
- 26. Free Trial: Evaluate a sales candidate 26 You will get a 20 page (approx.) report analyzing the candidate's compatibility with the profile you have defined and identifies the strengths and weaknesses of the person in relation to the sales success factors analyzed for 30 years by Objective Management Group.
Editor's Notes
- the cost of hiring the wrong person is not just the salary , but the missed sales opportinities during the ramp up and transition , hence very important to put all the measurable quantifiable data on your side
- 1: hire from the same industry, have a good network ,will they continue developing - 2 embellish CV , be skeptical challenge , concrete achievements, ask if not there 3: your website job websites , i know a company that holds meet and greets , linkedin, social media , broad strokes 4 - long trad ad reads like a grocery list , write to attrcat and reflect the person, detail salary and expectations. short and to the point 5 There is a time to trust your instincts and it is not at the beginning of the hiring process, don’t get to envolved and instinctive manner until later in the process, we’ll get back to that later ,
- 6) Believe in the science of the procedure 7 ) I have seen top reps fail or leave simply because of bad integration , the first 90 days are crucially impotant , not just computer and supplies 8 ) the fear of an empty seat pushing us to make a mediocre choice , slow to get the right person ! Erreur 9: HR play a great role and very important in assessing basic characteristics , however hiring sales requires a different set of competencies not found in other jobs, having a sales director or VP deeply implicated is important , someone from sales knows best about the environment
- We’ve helped companies adopt The STAR system from OMG with a scientific approach and proven track record. can tell you more ...1) write it down , take the time to talk with your director and VP 2 ) Hunter … Framer ….grow, Account Mgr. 3) resistance may be higher in your industry than large well known competitor , hence needing a different personality type to do the job 4) Outside sales , 5) we tend to hire like minded or educated people but is that what will make them makes you a good sales person 6) stability in their past positions , never acheived their sales goals , always blaming outside factors , economy the bad product they repped
- Make sure the wording in the ad matches who you are looking for ! write they ad so the candidate thinks , this is me . As said before this is not a list but a statement on who you are looking , don’t be afraid to be specific about details and expectations ( i.e. what salary they made before and the potential in the new position)- reflect the company's culture
- be active in changing aspects of your , you can even have 2 competing ads to see what works best in attracting candidates
- Linkedin , use it to post your ad of course , but you can also use to make searchs and actively recrute . You can get a linkedin recruter account if you are looking for many but will want to check your budget . although hiring the wrong person can cost alot more !!
- fhf looking in a compatible industry will be better than restricting to the exact industry , and widen your potential search , industry or product /service specifics can be tought , a common error done by many when first looking . think of your product/service , how long is the learning curve to understanding ?
- Have your recruiter hat at all the times - A phone conversation is a very efficient way of gaging a sales persons relationship building skills
- Use a scientific tool that can help you evaluate early in the process on specific compentencies before your emotions trip you up . Remember anyone who has done sales can turn it on to make sure they get the job. but will they perform longterm . Subjectivity have a place in the process but not at the begining. We have used the OMG sales evaluation for years and have found it to be extermely reliable in helping weed out and keep the candidates that should be considered
- Use structured phone interviews to create a high pressure atmosphere to test your candidate under difficult conditions , gage their reaction , see if they can handle what you are putting them through. what you are screening for , is focus and drive enthusiam under pressure How do they handle difficult clients ? can they close ? How do they handle rejection
- Create a score card to use during the phone interview , equal baseline for all candidates - uniformity
- Then lastly look at the CV - Challenge on achievements, if there are none ask why , and to give examples , go deep ask pointed questions on numbers and figures , new clients , house clients , don’t get hung up on typos , your best candidate maybe the one with a typo , You can get them help with this later
- Have a road map of questions to later compare the different candidates as you did in the phone interview - example If the candidate says he was the best rep , ask out of how many ? what was the criteria ? what was his territory like ? Tell us about you ?
- Use the evaluation to challenge the candidate , Sales competencies , desire commitment , sales DNA
- Now subjectivity comes into play - Finally at the end , once you,ve ammassed comparable data and done your due diligence by comparing to the othetr candidates and the millions of others by comparing in an evaluation - the culture of your company - at this point you will be aware of their DNA , strengths and weaknesses and therefore be in a better position to decide how the culture fits -
- AT this point analysis , science and gut have all come into play , you will already have a good idea of who can fit ? However asking them to do this challenge will give you the final test to see who you will choose -- What would a 90 integration plan look like , potential clients they would want to tackle
- Regardez l’ensemble des éléments lorsque vous prenez votre décision finale.
- Objectives, what was your salary in the past
- Il n’y a pas de bon recrutement sans bonne intégration! Interactions fréquentes et cohérentes : Le nouveau vendeur est responsable de prendre l’initiative, le gestionnaire de faire les revues et d’évaluer. Comprendre les clients. Qui sont les clients idéaux et quels sont les problèmes que vous pouvez les aider à résoudre ? Il n’y a pas de bon recrutement sans bonne intégration! Interactions fréquentes et cohérentes : Le nouveau vendeur est responsable de prendre l’initiative, le gestionnaire de faire les revues et d’évaluer. Comprendre les clients. Qui sont les clients idéaux et quels sont les problèmes que vous pouvez les aider à résoudre ?
- 1,750,000 salespeople evaluated