Ere.net offers up an excellent Kevin Wheeler article that explains how gut-level hiring occurs. Here is the crux of the problem: Interviews are examples of how easy it is to abandon the tools of objectivity, the scientific method, logic, and the rules of evidence, for our “gut” or for “chemistry.” While there is considerable evidence showing that testing candidates is far more likely to predict successful performance, we still rely almost exclusively on interviews. Though numerous researchers have pointed out the need to gather a variety of data about a candidate, we generally settle for an application form and an interview. Why are we so resistant to testing and other… Read More
Continue ReadingWhat’s Your Bar Personality?
The Memorial Day weekend is here so why not kick off the unofficial start of summer with an “assessment.” You can take the short assessment at SalesHQ. Here is my result: Friendly Regular You’re at home in the bar…but dancing is not so much your thing. Casual conversation, light flirting, or live music is your ideal night. You enjoy a nice beer and a good glass of wine, occasionally a cocktail. This is a great lifestyle for a hard worker like you! Yeah, we won’t be using this assessment in our hiring process.
Continue ReadingAssessments Shorten Interviews
I’ve read many sales technique articles recently that discuss how to approach a prospect. Salespeople are expected to have a cursory knowledge of the company itself, it’s market and, to some extent, whether or not they have a solution that may be a fit for this prospective customer. Gone are the days of cold calling a prospect and asking what it is their company does. I think everyone can agree with that paragraph. So why do companies still expect hiring managers to go through the added discovery of sorting out communication styles, motivations and skill sets? Granted, most managers want to verify these items, but assessments provide a starting point… Read More
Continue ReadingResults Orientation In Sales
One of the most important aptitudes in sales is a proper results orientation. The key word is “results.” Oftentimes we encounter sales managers who place their focus on activity orientation instead of results. An example would be a salesperson who has a furiousness to their work…almost like their hair is on fire. But no significant deals seem to close despite their frantic pace. I used to work for a sales manager who would describe those salespeople as a horse-drawn wagon. There would always be a cloud of dust around them, but at the end of the day, the wagon hadn’t moved. Salespeople who lack a strong results orientation are often… Read More
Continue ReadingHiring Well Sounds Simple
CNNMoney.com’s quick-hitter advice article titled 7 ways to avoid employees from hell offers some simple advice. How about this one: Hire well Even the lowest-level prospect – the kind who is typically hired quickly – should be thoroughly vetted by at least two interviewers. Check references. Well, yes, “hiring well” is the key to strong employees. Eating well is also a key to losing weight…but that doesn’t make it easy to do. Two interviewers is a good start. Objective assessments are a better plan. Having a structured hiring process is the best plan.
Continue ReadingLeverage Your Sales Team’s Abilities
BusinessWeek.com offers up a great article from one of the authors of First, Break All The Rules. The author discusses how managers discover what makes their employees tick and then they use that information to place the employee in the best situations for success. This approach is one we wholly subscribe to: Do what great managers do: Instead of trying to change your employees, identify their unique abilities (and even their eccentricities)—then help them use those qualities to excel in their own way. This approach is one greatly important aspect of successful sales management. At times, we see sales managers who expect the sales team to adapt fully to him… Read More
Continue ReadingTalent Scarcity, But Plenty Of Grill Time
The recruiters conference I attended last Friday started off on the right foot – we calculated the cost of a bad hire (even for a $6 an hour employee, it can run $2400 or more), interacted with the moderator about CEOs’ perception of candidates brought in by an outside agency (79% unfavorable) and even discussed the challenge of finding “A” players in a tight talent market. But when the speaker explained their approach of grilling a candidate on each and every job back to high school (Tell me your bosses name. Spell it. Tell me your closest peer’s name at that job. Spell it.) during a 3 to 4 hour long third interview,… Read More
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