The running of a company, team or even a department isn’t easy enough. Finding and retaining top talent is among the most challenging tasks for many owners, managers, or managers. The selection of sales talent is usually the most difficult of these hiring tasks. Many companies have difficulty hiring sales personnel for various reasons.
1.) They look to fill in the roles of personalities that are typical for salespeople. The first error they make.
2.) They employ sales specialists with prior experience in the field—the second error.
3.) They depend on their abilities and skills to interview, recruit and train their employees. The third mistake they make.
I have been through the recruitment process as a candidate as an executive, the owner of a company, or as an advisor. I’m more familiar with the process of selection than I’d like to admit. It is not an easy procedure. My experience has taught me that the most effective approach is to make things as easy, manageable while remaining as impartial as is possible.
Here’s what I am looking for:
People who are motivated, enthusiastic, self-motivated with high-positive energy and outstanding listening and problem-solving abilities.
Here’s what I stay clear of:
The typical salesperson is an industry legend and an old-school sales tiger, and one who is eager to share how successful they’ve achieved in all previous sales roles.
How do I manage my recruiting and the hiring process:
I don’t do the “interview.” I give the interview to them and observe what they do with the “sales phone call”. I inform them at the beginning of the meeting that “the reason for this gathering is to offer us with an opportunity to meet one another. Instead of me firing an array of questions at me, I’m going to hand this discussion over to you. Make it an advertising call.”
I provide them with the opportunity to demonstrate their capacity to listen, learn and be able to comprehend. If they aren’t able to inquire, pay attention to the responses, inquire for more details, and offer an answer, they won’t sell. If they succeed, proceed to a more detailed discussion on the potential and suitability.
I don’t hire people I like; I hire people I trust. The process of building trust takes time. My interview process takes patience to build trust. The method of interviewing should be at least three times with people whom you think could contribute to the cause.
I only employ people to who I’m willing to make the commitment, including the financial burden to developing and train. If you’re just hiring a salesperson to grow your business, but you’re making no investment in their growth, Don’t employ them. If you don’t possess the resources or expertise to build them, hire someone who is able to. If you are unable to take the risk and you’re not prepared to make a hire. The most common mistake in sales hiring, other than making the mistake of hiring the incorrect person, is not making the right choice in hiring the right person.
There is no guarantee for hiring sales professionals who are successful. NFL teams invest millions of dollars studying players prior to drafting them. A lot of them don’t succeed. People who do work out are dedicated as well as hungry, excited and open to any opportunity they are offered.
Finding those traits during interviews requires the ability to put them in an ideal position to show how they can build relationships and work through problems. Success after hiring them will depend on your commitment to their ongoing and immediate growth. Do not hire the typical salesperson. Employ energetic, creative, and resourceful individuals and commit to their performance.