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The Sales Dodo: 7 Steps to Hiring the Right Salespeople
June 26, 2008
A disconnect exists between sales managers and recruiters that causes challenges for both. Together, they can resolve this issue by creating their company's sales talent screening program.
By Lee B. Salz
Candidate screening is one of the most difficult tasks that recruiters and managers face. Most will tell you that screening sales talent is the toughest of all. Why? Salespeople are trained in the art of persuasion. They know how to provide the desired responses to the questions. Even more daunting is when you are interviewing sales people that worked for a competitor. These salespeople know the language and industry buzz words, making it even more challenging to screen them. Fret not! It is possible to successfully screen sales talent, but there is work to be done before you even look at a resume.
The most important step a company can take is to develop a sales talent screening program. This helps bring focus to the initiative. The mission of this program is to provide data that allows for the measurement of the candidate pedigree versus the desired profile. Think in terms of formulating a marriage—a sales marriage, that is.
This program should be fully documented showing step-by-step the components of the screening program. It is best to define who will be interviewing the candidates and their role in the interview process. It should define the tools that will be used as well as their purpose. Below are seven key components of an effective sales talent screening program.
1. Create an Ideal Salesperson Profile. It has always surprised me how many companies have fully documented profiles of their ideal client. Yet, few have a profile of their ideal salesperson. How can you screen when you don't know what you are screening for?
This profile should be fully detailed. Some of the areas to address in the profile are the experience you expect that candidate to already have, the skills that the candidate should already possess and the skills you are NOT willing to teach.
The lack of a fully-defined profile of the ideal salesperson is the most common cause of bad sales marriages. It is also the major point of frustration between sales managers and recruiters. Recruiters often tell me that they feel they are throwing darts while blindfolded because they have so little detail about the desired profile.
2. Always be recruiting. In sales, there is an old expression: "The toughest time to make a sale is when you really need one." The same holds true for recruiting. When a slot is open on the sales team, it becomes an "all hands on deck" exercise to fill it. While the seat is open, revenue targets are in jeopardy. This leads many to forget the profile of the ideal salesperson profile in the interest of filling a seat. Playing this forward a bit, the seat becomes vacant again a short time later when either side determines that it is not a good fit.
Sales recruiting is a year-round exercise. The best sales forces are always on the look out for strong sales talent. Find a company that identifies a strong candidate that meets their profile who wouldn't find a way to hire this individual. It is a rarity to say the least. Sales teams have turnover either driven by the company or the employee. It is best to have a candidate portfolio at the ready than to begin a process of surfacing candidates when a seat is open. Poor hiring decisions are made out of desperation to fill a seat. The open seat is a cost to the company every day it is unfilled. Yet, the cost is more painful if the seat is filled by someone who doesn’t fit.
3. Practice Reverse Interviewing. Since the intent of the process is for both sides to be able to determine if a marriage should be formulated, a wonderful technique is reverse interviewing—an interview performed by a member of the sales team who would be a peer if the candidate was hired. It is important that the individual(s) selected to participate in this step are loyal to the company, knowledgeable and make a favorable impression.
However, unlike traditional interviews, the "interviewer" does not ask any questions of the candidate (as you know, it is very easy to get yourself in hot water if illegal questions are asked). Thus, you don't want untrained people asking questions. Rather, this "questionless" exercise has two different purposes. The first is to provide the candidate with an opportunity to ask questions of someone who would be their peer if they were to be hired. In essence, it is a way for them to get a picture of a day in the life of this job. The second purpose is to measure how the candidate prepares for a sales call.
Afterwards, conduct a debrief with the "reverse interviewer" to see what questions were asked. Did the candidate take advantage of this opportunity, bring prepared and insightful questions and write down answers? If they didn't, what kind of preparation will the candidate do for a sales call? How interested are they really in this job?
4. Devise a Standard Set of Interview Questions. Often times, many candidates are screened for one job slot. This creates a need to be able to compare candidates to each other, in addition to the profile. To do this, a standard set of interview questions are needed. Document the responses during the interview and review them after a candidate leaves the office. These questions are not designed to provide right or wrong answers. They are designed to see if this candidate's thought process is congruent with the needs of your business and with the profile of your ideal salesperson.
When formulating your list of standard questions, it is helpful to include some sales scenarios that are common in your environment. For example, "Your client balks at the price of your proposal. What do you do?" It is also helpful to have questions that show what makes this person tick—"Of all of the careers you could select, why did you pick sales?"
You can probably imagine just how hard it is to formulate questions that demonstrate if this marriage will work if you don’t have a profile against which to compare (If it will help you, send me an e-mail and I'll send you my favorite 28 standard questions when interviewing a sales person).
5. Host a Mock Sales Call. What better way to see if someone fits into your company's selling environment than to put them right in it? To do this effectively, you need to create a scenario for the candidate. I've found it most beneficial to give the candidate the scenario a day ahead of time so they can prepare. They should be provided with the same amount of information a sales person in your company normally has before making an initial sales call.
Those members of your company who participate in the exercise should be somewhat scripted. I say "somewhat" because you don't want it to be so dry that it is unrealistic, but without any scripting it can be hard to stay in character.
The last piece you need to do this well is a score sheet. Know what you are looking to measure in the process and score accordingly. Can they conduct a thorough needs analysis? Did they identify the challenges faced by this prospect? Would you buy from them?
6. Use Online Assessment Testing Wisely. There are a myriad of tools that are very helpful in the screening process for both personality and skill. However, few, if any, of the online assessment companies suggest that their tool should be used to make a hiring decision. The most appropriate application is to treat it as an additional data point in the sales talent screening program.
Linda Moeller, product director of Employee Continuum, has seen companies use this great tool incorrectly. "We have seen many organizations fail to take the context of an organization into account when deciding the most appropriate assessment to use. For example, many organizations assume that implementing a sales assessment will guarantee them improved sales performers. This is not necessarily the case. For example, the personality characteristics required for a sales person selling office supplies to purchasing agents are very different than those required for a salesperson selling everything needed for a dentist office. In order to be successful, an organization needs to consider the type of relationship they have with their clientele and the competencies that will make these relationships successful," she says.
7. Utilize the Ultimate Screening Tool. Writing is a lost art. Yet, we are more dependent on written communication than ever before—e-mail. Is there anything worse than sending a poorly written e-mail to a prospect? It doesn't matter how good your product or service is, your company now looks sloppy and unprofessional.
An effective technique for screening sales talent is the use of the mini-business plan. When the candidate has satisfactorily completed all of the other steps of the pre-offer process, the request is made for a one-page business plan that shows how they would approach the job. I mention three times that I'm only looking for a one-page plan and ask when they can send it to me. Of all of the techniques that I have used over the years, this is the one where the most candidates fall out.
This technique allows you to evaluate a number of important areas:
• Can they communicate in written form coherently? If you were a client receiving this document, what message do you get about its author?
• Do they understand what the role entails? Since this component is performed late in the process, they should have a clear picture of the job and expectations.
• Is their approach consistent with the expectations of management? It is best to know now if you don't feel comfortable with their game plan.
• Can they meet a self-imposed deadline? If the plan is late, the candidate is no longer considered for the role.
• Can they follow directions? I asked for a one-pager, not an epic.
Having a sales talent screening program has many benefits. The most obvious impact is a longer sales tenure of your sales team which means an increase in sales performance and a reduction in personnel turnover. This can do nothing short of helping the bottom line of any company.
Lee B. Salz is President of Sales Dodo, LLC and author of "Soar Despite Your Dodo Sales Manager." He specializes in helping companies and their sales organizations adapt and thrive in the ever-changing world of business. Lee is available for keynote speaking, business consulting, and sales training. He can be reached via e-mail at lsalz@salesdodo.com, his website at www.salesdodo.com or by phone at 763.416.4321. This article is reprinted with permission from ERE www.ere.net.
Sales & Marketing Management Magazine
This article is brought to you by Sales & Marketing Management, the leading authority for executives in the sales and marketing field.
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