2. A SYSTEM
for Recruiting
Selling Team Members
and
Agent Aspirants
2
3. recruit lthe lbest
Agent Peyton Pettus, Monroe, Georgia
• 2 Agencies, 15 full-time, 3 part-time, 600-650 applications monthly
“Prior to using the Recruit the Best Team® system I very simply
floundered from candidate to candidate with no process or system of
any sort. There was no systematic way of comparing recruits,
following up, or providing a consistent approach to questioning and
making offers based on results. The system and CTS Sales Profile
have helped me overcome these challenges by providing that
framework of consistency I needed to make factual and informed
decisions about who I add to my team. As a result of almost 3 years
on the system my team is experiencing less turnover than before,
it has created a positive work environment of competitive,
results-driven salespeople, and taken us to new levels of
production. In 2013, we qualified for Presidents club in Health
and Multiline and finished top 100 in Auto and Mutual Funds as
well. We also qualified level 3 Ambassador Travel, Chairman’s
Circle, and SVP Club. Thanks for the help Steve!”
3
4. $70,000
If we are not working from our strengths, we are 6
times less likely to be engaged in our work.
If we are not hiring salespeople with an
understanding of what strengths to measure and
how to measure them, we are hiring salespeople
who are 6 times less likely to be engaged in their
work.
4
5. WHAT
do I look for to choose the best from the rest?
Selling in a high-activity, high-rejection environment
5
6. HOW
do I look for the best traits and skills?
A best practice recruiting Process
6
7. WHERE
do I find enough of the best candidates?
Building a Recruiting Referral Network
7
9. WHAT
do I look for to choose the best from the rest?
Selling in a high-activity, high-rejection environment
9
10. 1/5 attitudes
1/5 motivations
Best Salesperson Profile
1/5 character
1/5 personality
1/5 sales skills
10
WHAT do I look for to choose the best from the rest?
12. 1/5 Character
learned from environment
top character traits
honesty
work ethic
concern for others
personal responsibility
12
13. Attitudes, Motivation, Character
Measure Attitudes, Motivation, and Character
using questions that get candidates to tell stories.
The strength of the story helps measure the level
of each trait.
13
14. Attitudes, Motivation, Character
“Who had the greatest influence on you when
growing up?”
“What did they teach you about Honesty / Work
Ethic / Personal Responsibility / Concern for
others?”
14
15. 1/5 Attitudes
positive self image as a
salesperson
passion for solving problems
using your products
15
16. 1/5 Attitudes
positive self image as a
salesperson
The products they own and the process
they used to purchase them reveal
their image of salespeople and their
attitude toward your products/
industry.
Honest people can’t sell what they don’t own.
16
17. 1/5 Attitudes
positive self image as a
salesperson
A person’s buying habits tell you the
image they have of salespeople. Do
they appreciate the expertise that
other salespeople provide them
during the buying process?
Salespeople who don’t see selling as a worthy profession
struggle to master sales skills.
17
18. 1/5 Attitudes
What has been your experience
with purchasing or selling products
like we sell, or your experience with
dealing with salespeople from our
industry?
18
19. 1/5 Motivations
Income and the things that it
provides - desire a lifestyle that
equals the potential income level
of the position.
Competition - burning desire to
become the BEST at everything
they do.
19
24. 1/5 Personality
genetic
Tasks that are
aligned with our
hard-wired traits
energize.
24
low stress
25. 1/5 Personality
genetic
25
Tasks that are
not aligned with
our hard-wired
traits drain our
energy.
high stress
26. 1/5 Personality
genetic
Impacts the ...
• effectiveness of executing the sales process
• having enough sales activities
• conversion of personal and casual relationships into business relationships
• courage to pivot
• confidence/assertiveness during selling - response to rejection
• intensity of setting and reaching goals
26
36. History of CTS
• Dr. Larry Craft and his team and SMS’s 30+ years
sales and sales management experience
• 800+ high activity salespeople
• 125 were agents, selling/servicing team members
• Collected - production data, performance ratings,
manager input
36
42. Sales Coaching Report 12/13/13 2:55 PM
! Sales Coaching Report - Deadline Motivation
for Rosie Abrams Feb, 25 2013
0 | | | | 50 | | | | 100
Deadline Motivation 95
General Statement:
Salespeople who score high on the Deadline Motivation scale enjoy sales positions that offer unlimited income opportunities and fast goal-achievement
requirements. Their "fire in the belly" drives them to achieve near-term goals and to hit self-imposed deadlines that may or may not
relate to long-term success. Like the legendary "hare" that lost the race because he was distracted, sales personnel with high or very high scores on
this scale may be so driven for results that they fail to prioritize their activities. For example, they may fail to adequately prepare for the sales
presentation or follow through as they should after the sale. They can also become quite restless when the job duties require repetitive or mundane
activities. If management understands this desire to hit self-imposed deadlines, and the salesperson has the self-discipline and work ethic to
channel their efforts into productive sales tasks, high levels of productivity can be achieved early in their career.
Strengths:
This higher Deadline Motivation is a profound strength in sales positions and compensation plans that require "quick-start" performance. As long
as they can pursue results and challenges with a pro-active dynamic with quick rewards (closed sales), people with this high desire to meet self-imposed
deadlines can be most productive in high-activity sales roles. Research involving the best performing sales personnel has found a
relationship between higher scores on a deadline-motivated drive and sales productivity.
Improvement Opportunities:
Salespeople with this high score on the Deadline Motivation scale can become quickly bored if the job duties become repetitive (making phone
calls), do not seem productive (call reports), or require patience (callbacks). One of the primary causes of failure of high Deadline Motivation sales
personnel is that they find it difficult to consistently prospect for new leads. Once their "bucket" is full, they shift to closing the sale and forget
about prospecting for new leads until there are no longer any sales to be made. Then, they start all over again "from scratch." As a result, one
month (for example) they may have ten sales and the next month only one or two. It should be noted that these concerns are more serious if their
high score is in the 81-100% range and less serious within the 61-80% range (see Primary Traits page of this report). This high Deadline
Motivation can also result in early turnover if they do not generate sales in a short amount of time, or if they do not have a disciplined work ethic
that causes them to stick with it when sales do not come as quickly as anticipated.
Coaching Recommendations:
If management understands the personalized coaching that is required with high deadline-motivated sales personnel, consistency of production
can be maintained, and success can be assured. However, it is also important that these high deadline-motivated salespeople have higher
Assertiveness, higher Recognition Drive, and lower Analytical scores (see Primary Trait scores). Incompatible scores on these three scales can
prevent high deadline-motivated salespeople from achieving early success. It is important that salespeople with high Deadline Motivation also
have the self-discipline to stay focused, persistent, and prioritized. If not, like the "hare," they can become easily distracted and never reach the
finish line. Rather than focusing on motivating them, management should help the salesperson to 1) increase sales efficiency by understanding
ratios and 2) improve consistency with the use of time management systems that help to consistently prioritize initial call activity. Highly driven
salespeople often "burn out" toward the end of their second year and begin to seek other career opportunities. Management can re-motivate them
by offering to support them into a new market, provide a more lucrative compensation plan, or provide them with new responsibilities, such as
management opportunities. Something as simple as a larger office or paying for a new lead-generation system could re-kindle their passion for
success and keep them producing for a longer time frame.
Note: The term "selling" or "sales" wherever used in this report is meant to indicate the sale of products, services or even intangibles such as
careers to prospective life advisors.
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cts lsalesproÄle
Coaching
Recommendations
42
43. Sales Profile Report 2/17/14 1:18 PM
! Sales Profile Report
for corey brown Mar, 01 2013
Score
95 high
Coaching
SF Selling Team Member
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity
measures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. The
Recommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews with
managers and employees who described their challenges as they related to each of the CTS Primary Traits listed
below. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the
"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 82 Empathy Score 75
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
LESS THAN 2 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 95
Recognition Drive 62
Assertiveness 86
Independent Spirit 87
Analytical 17
Compassion 49
Self-Promotion 77
Belief in Others 84
Optimism 73
Reliability
High
Response Distortion
Low
The Reliability Index measures the degree to which a person understood the questions, maintained focus while
answering them, and gave answers with a thoughtful response.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These
results are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
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cts lsalesproÄle
Overall
Score
36%
16%
High Producing Selling
Team Member
43
44. Sales Profile Report 2/17/14 1:18 PM
! Sales Profile Report
for corey brown Mar, 01 2013
Score
95 high
Coaching
SF Selling Team Member
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity
measures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. The
Recommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews with
managers and employees who described their challenges as they related to each of the CTS Primary Traits listed
below. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the
"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 82 Empathy Score 75
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
LESS THAN 2 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 95
Recognition Drive 62
Assertiveness 86
Independent Spirit 87
Analytical 17
Compassion 49
Self-Promotion 77
Belief in Others 84
Optimism 73
Reliability
High
Response Distortion
Low
The Reliability Index measures the degree to which a person understood the questions, maintained focus while
answering them, and gave answers with a thoughtful response.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These
results are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
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cts lsalesproÄle
Drive
(82)
Horsepower
in
our
sales
engine
(high
power)
Drag
on
engine
(low
drag)
High Producing Selling
Team Member
44
46. Sales Profile Report 2/17/14 1:28 PM
! Sales Profile Report
for karen mcclellan Sep, 14 2013
Score
30 low-moderate
Coaching
SF Selling Team Member
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity
measures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. The
Recommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews with
managers and employees who described their challenges as they related to each of the CTS Primary Traits listed
below. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the
"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 35 Empathy Score 75
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
6-8 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 43
Recognition Drive 5
Assertiveness 32
Independent Spirit 58
Analytical 37
Compassion 95
Self-Promotion 5
Belief in Others 38
Optimism 46
Reliability
High
Response Distortion
Low
The Reliability Index measures the degree to which a person understood the questions, maintained focus while
answering them, and gave answers with a thoughtful response.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These
results are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
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cts lsalesproÄle
46
Drive
(65)
Horsepower
in
our
sales
engine
(low
power)
Drag
on
engine
(high
drag)
Low Producing Selling
Team Member
48. Highly Rated
Service Team
Member
! Sales Profile Report
for Megan Bailey Aug, 05 2013
Score
63 moderate-high
Coaching
SF Service Team Member
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity
measures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. The
Recommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews with
managers and employees who described their challenges as they related to each of the CTS Primary Traits listed
below. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the
"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 48 Empathy Score 45
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
2-4 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 56
Recognition Drive 19
Assertiveness 56
Independent Spirit 57
Analytical 95
Compassion 49
Self-Promotion 43
Belief in Others 84
Reliability
High
Response Distortion
Moderate
The Reliability Index measures the degree to which a person understood the questions, maintained focus while
answering them, and gave answers with a thoughtful response.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These
results are accurate and predictive.
•
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
•
High Response Distortion Indicates a tendency to deny weaknesses and emphasize only strength leading to an
inaccurate profile and an invalid score. Do not use these results.
•
48
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3
49. Low Rated
Service Team
Member
Sales Profile Report 2/17/14 1:39 PM
for Josh Winkler Feb, 28 2013
SF Service Team Member
The CTS Sales Profile Report is derived from statistically significant (weighted) correlations with productivity
measures. Therefore, some traits are more influential than others in determining the CTS Sales Profile Score. The
Recommended Coaching Hours Per Month is an estimation, based on thousands of personal interviews with
managers and employees who described their challenges as they related to each of the CTS Primary Traits listed
below. Managers should spend the most time coaching individuals about issues pertaining to their traits outside the
"green" range. For ideas on how to coach these individuals, refer to this individual's CTS Sales Coaching Report,
which provides specific, personalized coaching recommendations for each of this individual's traits.
Ego Drive Score 10 Empathy Score 78
The ego drive score shows a salesperson's immediate push to get a lot of sales done to meet short deadlines or to
persuade prospects and find satisfaction and recognition doing so. The Empathy Score shows a salesperson's
capacity to understand, be sensitive to, and share in the feelings and thoughts of prospects, clients or customers.
0 | | | | 50 | | | | 100
The Reliability Index measures the degree to which a person understood the questions, maintained focus while
answering them, and gave answers with a thoughtful response.
•
• Moderate Reliability suggests these results be cross-validated with personal interviews and reference checks.
Low Reliability indicates invalid results due to the individual's responses while completing the questionnaire. Do
not use these results.
High Reliability indicates the individual understood the questions and responded to them in a way that has
been shown to be predictive.
•
The Response Distortion Index measures the individual's tendency to intentionally or unintentionally answer the
questions in a way to exaggerate strengths and downplay weaknesses to leave a more favorable impression.
Low Response Distortion indicates a minimal tendency to exaggerate strengths and downplay weaknesses and
an open and vulnerable personality that usually recognizes personal faults and easily accepts blame. These
results are accurate and predictive.
Moderate Response Distortion indicates an average tendency to exaggerate strengths and downplay
weaknesses and suggests these results be cross-validated with personal interviews and reference checks.
High Response Distortion Indicates a tendency to deny weaknesses and emphasize only strength leading to an
inaccurate profile and an invalid score. Do not use these results.
49
! Sales Profile Report
Score
42 moderate
Coaching
4-6 HRS/MONTH
Primary Traits SCORES
Deadline Motivation 5
Recognition Drive 5
Assertiveness 16
Independent Spirit 21
Analytical 17
Compassion 95
Self-Promotion 22
Belief in Others 21
Reliability
High
Response Distortion
Moderate
•
•
•
https://www.ctssalesprofile.com/cgi-bin/reports.pl Page 1 of 3
50. How I help you from here: CTS
CTSSalesProfile.com
annual contract unlimited use
<10 $49 monthly code SFU<10
>10 $69 monthly code SFU>10
$95 each
On phone coaching
50
51. Low levels of Character traits cause the negative side of our personality to emerge.
High levels of Character traits cause the positive side of our personality to emerge.
Personality Traits
character
-Negative +Positive
51
52. 1/5 Sales Competencies
learned by training and experience
prospecting/networking
setting/holding appointments
fact finding
presenting solutions
handling objections
getting the sale
getting referrals
52
53. 1/5 Sales Competencies
learned by training and experience
What sales training have you had?
Describe the sales process you follow.
53
54. High Sales
Productivity
Sales Competencies
Attitudes, Motivations,Character & Personality Traits
The Degree to which a candidate possesses the Attitudes, Motivations, Character
and Personality Traits will determine the Level at which they will master sales skills
Low Sales
Productivity
54
55. motivations
personality
Deadline Motivation
Independent Spirit
Analytical
Compassion
Assertiveness
Self-Promotion
Recognition Drive
Belief in Others
Optimism
sales skillsProspecting
Appointments
Fact Finding
Presenting
Handling Objections
Closing Sales
Getting Referrals
character
Concern for Others
Honesty
Strong Work Ethic
Responsible
passion for product
+ image as salesperson
Money
Competition
attitudes
Best Rep Profile
cts lsalesproÄle
55
56. HOW
do I look for the best traits and skills?
A best practice recruiting Process
56
57. A system helps
us in 2 areas:
Searching Methods
Who not to hire
Who to hire
Screening
Profiling
Interviewing
"Making Offer"
The Best
Recruits!
57
59. Page 13 in Field Manual
p 16
p 18
p 29
p 34
p 48
p 10
Candidate Name:____________________________
Date:____________
Book p. 51 and Video bit.ly/BestReferenceCheck
59
Can They Sell Field Manual
? can lthey lsell? .com
Recruit the Best Checklist
1. Review resume.
2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step.
3. Screen by Email – send “Thank you” email with these questions:
What do you think this job involves?
What do you think it will take to be successful here?
Tell me why I should consider you for this position?
What speci!cally in your life do you want to change?
How will being successful in this job help you with this change?
Schedule face-to-face initial screening interview.
4. Administer the CTS Sales Profile www.ctssalespro!le.com
5. Email Initial Interview homework - Prior to the interview, email the candidate
instructing them to go to the following Web sites and review the information:
To learn about our products, go to: (Web URL that links to your products)
To learn about what a salesperson does with this company go to:
(Web URL that tells about the career as a salesperson)
Prior to Initial Interview, email the candidate to confirm the
interview and make sure they have reviewed the Web pages.
6. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire
7. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former
customers.
8. Call References using Reference Check Questionnaire
9. Conduct Final Interview – Use Final Interview Questionnaire
10. Interview By Current Team – Use Team Interview Questionnaire
11. Fill out Matching/Score Sheet
____________
SENT DATE
____________
RESPOND DATE
____________
INTERVIEW DATE
____________
CTS ORDERED
____________
EMAILED DATE
____________
CONFIRM DATE
____________
INTERVIEW DATE
60. WHERE
do I find enough of the best candidates?
Building a Recruiting Referral Network
60
61. The Recruiting Funnel
Searching Methods 10 strong
Screening
Profiling
Interviewing
"Making Offer"
The Best
Recruits!
resumes
3 final
interviews
1 salesperson
61
62. ALWAYS be RECRUITING
Team of 3-5 - need to recruit 1-2 per year
Average Annual Turnover - 40%
62
63. ALWAYS be RECRUITING
Newton’s Law - people leave/get fired at
the most inconvenient times.
Take action to find great people when you don’t need team
members, so you’ll have candidates when you need them.
63
64. ALWAYS be RECRUITING
A good sales team is the enemy of a
great sales team.
When our team is full, we have a tendency to stop focusing on
recruiting. Don’t fill your team with good players. Keep looking
for the great players.
64
65. To avoid the “I need somebody NOW” syndrome...
Please come
to work for
me!
...build your Recruiting Referral Network for a
continuous flow of GREAT RESUMES
65
69. Build a Recruiting Referral Network
Recruit the Best Field Manual
? can lthey lsell? .com
Personal Referral Network Worksheet
Samples
Sample email to send to your current customers or list of contacts:
“Please assist me in helping someone you know. I have an open position on my sales team. If you know
the right candidates for the job, please help them !nd a great career by sending them to see me. "e right
candidates will have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal
Responsibility. Strong candidates will have personalities which cause them to network to !nd prospects,
pursue goals, and handle themselves with con!dence. Sales Experience* _______________ Please
have them forward their resume to me at _________________ "ank you for helping me !nd the right
individuals and for helping them to !nd a great career.”
* !ll in your desired level of sales experience.
Sample Wording for Job Posting
“Salesperson wanted. _________________(Company Name) is looking for salespeople to work in the city
of ________________ calling on customers to sell insurance and !nancial services. Requirements: Must
have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility.
Strong candidates will have personalities which cause them to network to !nd prospects, pursue goals, and
handle themselves with con!dence. Sales Experience ___________________ Please forward resume to
___________________”
– Add additional information and requirements about the position as necessary.
69
71. Managers #1 Challenge - Finding and attracting
enough candidates to the interview table.
71
72. People want to help their family and friends find a
great job.
72
73. Solution - Find enough people from your clients,
friends, community relationships, centers of
influence who will always refer candidates to you.
73
74. You have identified the people who are willing to send you
referrals, but...
They are all very busy, and...
When you are out of sight, you are out of mind.
74
75. If they are looking for a career change, do they think of
you?
If someone they know is looking for a career change, do
they think of you?
You must stay in touch and grow the relationship!
75
76. How do you
automate the
process for staying in
touch?
A marketing genius built and patented an automation
tool that most of the major financial services
companies use today to find and attract top candidates
on a consistent basis.
76
77. How does the
recruiting tool work?
Load the contacts from your Centers of Influence
Load names from other lists
Schedule the reminder emails, holiday cards, and newsletter
Forget it
Watch the resumes flow in year round
77
78. Sample
1,500 contacts loaded into the system/emailed
750 people opened the email within an hour
220 people requested information
8 people said they were looking for a career change
20 phone interviews
4 face-to-face interviews
2 hires
Now that the system is set up, auto recruiting email
reminders will go out quarterly along with holiday cards
and a recruiting newsletter.
78
79. What is included?
Automated system for sending recruiting emails,
holiday cards, motivational messages, and recruiting
newsletter.
Reports on results, tracking, etc.
Weekly training on maximizing the system.
Fantastic customer support on loading contacts.
79
80. Story boards describing the career
Story boards for Centers of Influence
Holiday Cards
Recruiting Newsletter
80
What is included?
87. Developing your Interviewing Skills
The solution - interviewing
skills using prepared
questions that measure
specific traits and skills.
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88. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
• Listen 80%, talk 20%.
• Keep you emotions in neutral - you’ll get the real candidate.
• Don’t tell personal stories.
• Don’t agree with the candidate.
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89. Developing your Interviewing Skills
What causes us to
like other people?
Talking about ourselves causes us to like others
• Step out of the “socializing” zone and into the “interviewing”
zone.
• Take off your “Sales” hat and put on your “Selection” hat.
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90. Developing your Interviewing Skills
What causes us to
like other people?
Rescuing others creates a bond. We like people we
rescue.
• When a candidate is struggling with a question, keep your
emotions in neutral and move to the next question.
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92. Developing your Interviewing Skills
A thorough interview process attracts strong
candidates and repels weak candidates.
• Follow the system as written.
• Ask for specific examples.
• Ask the questions as written. If the candidate does not
understand the question, tell them to answer based on their
understanding.
• Ask the questions in order.
• If candidate rambles, interrupt and ask, “What was my
question.”
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93. How I help you from here: Self Study:
CanTheySell.com
Book $24.95
• hard cover
• audio
• iBook, Nook
Field Manual for Sales $99.95
Field Manual for Service $24.95
4 FREE Training Videos
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94. How I help you from here: Webinar
2 hour webinar - $295 includes
Book and Field Manual
1 Free CTS Sales Profile
video overview http://bit.ly/RTBwebinar
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95. Thank you for allowing me to serve you.
Contact Information:
Steve Suggs 865-567-2871 ssuggs@salesmanage.com
www.CanTheySell.com
www.CTSsalesProfile.com
www.SalesManage.com/blog - 40 recruiting videos
video overview of Recruit the Best system http://bit.ly/
RecruitTheBest
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