Breakout 1.1 - Room 1: Recruit & Retain Top Talent - Gain a Competitive Advantage - Michael S. Hiring great salespeople and engineers has always been a challenge. As you migrate to new business models for cloud and services sales, it might be even harder to find employees with the needed skills. This session will show you how to hire and retain game-changing talent. •Attract Quality Candidates •How to Screen Effectively •Avoid Critical Hiring Mistakes Once hired, are your employees set to succeed? Do they have an exciting career path that incents them to improve their skills and value to your organization? Hiring and retaining multi-million dollar salespeople and great engineers is simple but not easy. Learn the winning formula in this fast-paced, entertaining session. This session is led by John Gaillard and Mike Schmidtmann, who work with Solution Providers across the country to grow their businesses and improve profits.

1. Presented by
Mike Schmidtmann
John Gaillard

5. Give Yourself an
Unfair Advantage

6. Introductions
John Gaillard
ScanSource Catalyst
US Army
Mike Schmidtmann
Strategic Products & Services
Inacom Communications

12. Attract Quality Candidates
Screen Effectively
Avoid Critical Hiring Mistakes

13. Owner
Sales
Inside Sales
Outside Sales
AM 1
AM 2
AM 3
Marketing
Finance
Services
Engineering
Design
Help Desk
Tech 1
Tech 2
Tech 3
Operations
Administration
H/R
Sales
Technical
Other

16. Biggest Problem Hiring Great People?

17. A Great Hiring Process
• Identifies Great Candidates
• Makes Your Company & Position Attractive
• Screens out “Emerging Under - Achievers”
• Identifies Trouble Areas
• Closes the Deal
•Gets Them Productive Quickly

19. •One GREAT Attribute
•One Good / Average Attribute
•One Real Weakness
Great Employees:

20. Always Paired

22. 10%
10%
30%
45%
5%

24. “Salesperson /Engineer Wanted”
•Growing Company
•Leading Products
•Excellent Service
•Satisfied Customers
•Great Benefits
•High Income Potential
•Declining Company
•Terrible Products
•Awful Service
•Dissatisfied Customers
•Lousy Benefits
•Low Income Probability

25. “Men wanted for Hazardous Journey.
Small Wages. Bitter Cold.
Long Months of Complete Darkness.
Constant Danger.
Safe Return Doubtful.
Honor and Recognition in case of Success.”
Ernest Shackleton 1914
“The Most Famous Employment Ad
Ever Written”

26. “Men wanted for Hazardous Journey. Small Wages. Bitter Cold. Long Months of Complete Darkness.
Constant Danger. Safe Return Doubtful. Honor and Recognition in case of Success.” Ernest Shackleton

27. Does Your Hiring Presentation SIZZLE?

28. Hiring Presentation

29.  Who You Are
 What You Do
 Why Customers Buy From You
 What Makes You Different
“The Boring Part”

30.  Incentive Trips
 Career Path
 Fun
 Learning
 Mentoring
“The Fun Part”

32. Every Negative is also a Positive
Remember:

33. Attract Quality Candidates Screen Effectively Avoid Critical Hiring Mistakes

35. Why are Bad Candidates Often So Good at Interviewing?
Because They Get so Much Practice!

36. 10 Most Commonly Asked Interview Questions
1.Why should I hire you?
2.What do you see yourself doing five years from now?
3.What do you consider to be your greatest strengths and weaknesses?
4.How would you describe yourself?
5.What college subject did you like the best and the least?
6.What do you know about our company?
7.Why did you decide to seek a job with our company?
8.Why did you leave your last job?
9.What do you want to earn five years from now?
10.What do you really want to do in life?
Nine of These are Considered “Bad” Questions
Which one is GOOD?

37. 10 Most Commonly Asked Interview Questions
1.Why should I hire you?
2.What do you see yourself doing five years from now?
3.What do you consider to be your greatest strengths and weaknesses?
4.How would you describe yourself?
5.What college subject did you like the best and the least?
6.What do you know about our company?
7.Why did you decide to seek a job with our company?
8.Why did you leave your last job?
9.What do you want to earn five years from now?
10.What do you really want to do in life?
Nine of These are Considered “Bad” Questions
Which one is GOOD?

38. A Parrot can Answer Those Questions

39. Use Scenarios to Uncover Practices and Habits
6 – 8 Core Questions for Everyone
3 – 4 Specific to Position

40. #1: Your prospect says “I really like your solution, but your price is too high”
What do you do?

41. “The Horse Trader”
“How much higher? If I could work something out with my manager, would you be prepared to move forward?”
“The Value Answer”
“Obviously, we haven’t shown you the value of our product. Let’s review your needs, and why this is a better solution”

42. Describe a typical complete sale
from beginning to end

43. Look For:
• Where does it start?
• Where does it end?
• How many steps?
• Who is driving the Sale?

44. Where does it Start?
Good
Blueprint - Research
Target Account
Prospecting Call

45. Where does it Start?
Good
Bad
Blueprint - Research
“I get a lead”
Target Account
“I am in the customer’s office”
Prospecting Call
“I find out what the customer needs”

46. Good
Bad
Contract Signed
Order Package Accepted
Where does it End?

47. Good
Bad
Kickoff Meeting / Implementation
Contract Signed
Cutover - Installation
Order Package Accepted
D&A
Collection of A/R
Where does it End?

48. Do They Have a Plan?
Good
I do this, this, and this…
I try to work with accounts that…
I don’t do XYZ until I get commitment

49. Do They Have a Plan?
Good
Bad
I do this, this, and this…
“It depends”
I try to work with accounts that…
Every sale is different
I don’t do XYZ until I get commitment
I try to get as much done as I can before the first meeting

50. Tell me how you troubleshoot an intermittent problem

51. • Is there a structured
process?
• How many steps?
• Value of time vs. value of result?
• Are there clear objectives / purpose in every step?
What to Look For:

53. Not Just Who
It’s How You Hire

55. “A Proper Diagnosis is Half the Cure”