The future of interviewing Millennials…satire, maybe hyperbole, but still quite funny.
The future of interviewing Millennials…satire, maybe hyperbole, but still quite funny.
Perhaps a subtle, but more dangerous occurrence is the all-too-common hire who performs their job in the gray twilight of mediocrity. They never rise to the occasion and they never catastrophically fail. They interviewed well but now simply perform their role in a nondescript manner within the company.
Amass too many of these employees and your company will be overwhelmed with mediocrity…or worse. How do you identify candidates who have unseen natural capacities that will elevate them to record-setting achievements?
There are 4 pillars that are present in all repeatable, successful sales hiring processes.
Experience is a definite benefit to shortening a sales ramp, but it is not an airtight predictor of success. This over reliance upon experience in hiring decisions is the foremost error companies make when selecting new salespeople.
The issue is simple – no two companies are the same, no two cultures are the same and no two sales are the same. Competitors still approach the market from different points. Competitors have unique cultures that may be sales-focused, engineering-focused, financially-focused. A salesperson who is successful in one culture may very well be a flop in a different culture.
A successful salesperson from a competitor may have inherited the strongest territory. They may receive a disproportionate amount of leads. They may have the competitor’s largest customer in their territory. You will never know the answer to all of these questions.
However, you can know the answer to their skill and talent level. These are abilities that can be objectively measured. You can know how they will fit into your sale before they ever land on your payroll. Our assessments provide an x-ray into their sales abilities.
Bias can blind people from seeing real talent. Oftentimes we encounter sales leaders who either consciously or unconsciously constructed a team in their own likeness.
Here is why this matters – different styles provide different strengths that can augment an existing team. A team consisting of varied styles, skills and aptitudes will approach a singular problem from different angles. This varied approach provides a broader view of the problem and an opportunity to consider differing solutions.
Weakness occurs when a herd mentality, based on similarity, creates a monolithic solution. This solution may be feasible at that moment, but one thing we are encountering today is disruption. Markets are changing a lightning speed, technologies are shifting major platforms and prospects are more informed than any time in our past.
Your hiring process should embrace sales candidates with unique styles and motivations for your team. This variety will allow you to accurately foresee cataclysmic changes in your marketspace.
Use every contact as a chance to see the candidate incorporate their sales abilities. The similarities between a hiring process and a sales process are remarkable. The sales candidate is attempting to sell his or her abilities to the needs of your sales position. This similarity provides a wonderful opportunity to see the candidates’ sales abilities in person.
Your sales hiring process should begin with a phone screen as most selling still commences through an initial phone call. Phone etiquette still matters. Thought coherence under pressure is crucial in all sales. Personality, humor, articulation…these traits can all be discerned through a relatively short phone screen. Finally, pressure can be placed on the candidate to get your first glimpse of their calmness in a phone qualifying call. The key is to match the pressure that the candidate will face selling for your company.
If your salespeople typically sell to a committee, ensure that you have multiple people in the initial interview with the candidates. This simple move mirrors the selling situation the salesperson will encounter in your sales role. You can observe how they handle multiple questioners, eye contact, different personalities, various power levels and much more. The key through this process is to envision the candidate selling for your company.
Even the strongest candidates have some blemishes. Every sales hire requires an understanding of strength areas and potential weaknesses. These areas can be measured through our accurate sales assessments. The key is to understand what areas are “need-to-haves” and what areas are “nice-to-haves.”
There are aspects of a successful sales hire that are always required, including qualifying skills and an ROI motivation. Yet, there can be some give-and-take regarding prospecting skill, presentation skill, communication style and general aptitudes.
It is the rare candidate that perfectly matches your sales position so do not lock down on the eternal search for perfection. You must know the absolute need-to-have abilities and use those as your measuring stick. Besides, waiting for perfection means you may never make a hire.
Install these four pillars into your sales hiring process and you will drastically improve your hiring success. We have the tools and training available to solidify your process. Contact us today if you would like to learn more about turning your sales hiring process into a company-wide strength.
Quite the question, don’t you think? That is the title of this article from Selling Power. I have to confess I was perplexed by the entire thought – how would you as the hiring manager benefit from having your customer help you hire the salesperson? I see nothing but pitfalls in this approach.
My first thought is mentioned in the article:
“For example, the customer could be shopping around for someone he could squeeze on margins,” she says. “It’s more that they are looking for an easier mark, and that’s not to anyone’s advantage in the long run.”
No kidding – there might be a great advantage to the customer to find a salesperson who they can roll.
I have never encountered this customer-assisted approach to sales hiring. Here is another thought for hiring managers who are focused on experience-based hiring (I could riff on that but won’t) – would you be willing to expose your customer to a sales candidate from a competitor? I could see many salespeople acting as candidates so they could prospect in your most-valued customer list. Remember, your top customer is your competition’s top prospect.
At any rate, I think the article closes with the best approach if you are adamant about including customers in your sales hiring:
Another way to involve customers is when you are conducting a needs analysis for the position – before you even look at candidates. Ask your customers what traits and skills are important to them, and add them to your list.
Do that and then assess the candidates.
I have a new favorite title for a sales ad:
Territory Manager, Swine-Minnesota
I’m not making that up, it is an actual title. This seems remedial, but employment ad titles do matter. Most of us remember the days of looking at ads in a paper where space was limited and costly. Titles were less important then because the ad was still displayed. Not today – I only see the title of the ad and the company in the electronic format. The title has to be strong enough to elicit the click.
I think there are many companies that still miss that critical point. And the major culprits are companies with substantial market share. Apparently they are relying on their name to carry through the click. Perhaps it works? I’m not certain and neither are they based on their title writing.
One simply suggestion – don’t use “swine” in your title.
There is a common marketing approach used in recruiting that states some form of “we locate the candidates who aren’t looking.” I suppose the hook is that we can find amazing candidates that you can’t find. It’s a hook, I guess. Anyway, here is one I received in an unsolicited email:
What we do is go after the best candidates & the elite that are not currently looking for a job as they already have one. We personally present and sell your specific company’s opportunity to their individual needs. Our clients find that these hidden candidates are more stable, more qualified and haven’t been interviewing all over town.
Stable? More qualified? How does one do this? He talks about presenting and selling your opportunity, but not about qualifying candidates who can succeed in the position. This fact is an important distinction.
I would be wary of any recruiter who attempts to sell a salesperson on an opportunity. Have a discussion, look for fit, determine their abilities…the onus is on the sales candidate to sell you. I would avoid any self-proclaimed sales recruiter who takes the aforementioned approach.
As an employer what type of follow up should you expect from a candidate? Should you receive a thank you? Should that thank you be a hand written mailed thank you, an email thank you or a quick text on your cell phone?
Did that last one get your attention? It did mine as I read a post from Steven Rothberg. The post used a couple of quotes from hiring managers that were offended by candidates sending out an email from a blackberry within minutes of the interview and a text message to the managers cell phone. The hiring manager that received the text felt her “personal space” was infringed on.
If you agree with these hiring managers then you need to change your thought process. With all the technology at our disposal, we shouldn’t be surprised or taken aback with almost instant feedback or correspondence (especially with Gen Y). This may not be how I would send the thank you, but I shouldn’t be offended if a generation who has grown up with all this technology uses it to it’s fullest. I agree with Steven’s point that if you hand out your business card with your contact information then how can receiving a text be an infringement on your personal space?
Which leads me to this question – how quickly do you get back to candidates after an interview? I hear from candidates all the time that they are constantly left in the dark as to where they are in the hiring process. If you have an interest you should never leave them hanging. We have heard of companies that wait weeks before getting back to candidates.
I doubt that is an image you want to give candidates at this step in the process. I know you have a lot going on and hiring is only a small part of all the responsibilities you have, but bottom line, you don’t want to turn off strong candidates. You have spent a lot of time and money getting a candidate to this point in the process so keep things moving. If you don’t have an interest in a candidate then tell them. They won’t like it, but they will respect it. As we have said before, during the hiring process you will see the candidates at their best. The same holds true for you the hiring company and manager.
Great article here from SellingPower.com – The Best Ways to Turn Off a Star. I am a big fan of showing people how not to do something. That is a powerful format for teaching.
In that light, here are 6 tips from the article (in a “what not to do” vein):
Spot on, each and every one of them. Unfortunately, we have seen every one of these play out in a hiring process. Of the 6, I find the first one to be of the highest importance. Many times hiring managers judge the success of an interview by how much information they shared with the candidate.
Remember, you are there to gather information about the candidate. You have to sell your opportunity, but there is a time and place for that task. The initial interview is not one of them.
According to the most recent Workforce Recruiting newsletter (sorry no link available), 1,100 employers were asked what the main reason was for them not being able to hire their top candidates over the past two years. Their responses were as follows:
It would be interesting to know of the 31.9% that hired their top candidates knew exactly what was the deciding factor of the candidate who accepted the offer.
Too many times the process of hiring a sales person rarely takes priority in a sales manager’s duties – they have enough to do already. Unfortunately, the hiring tasks get pushed to the margins of their day. Any sales manager knows how important it is to hire strong sales people, but it all too often doesn’t get the attention it deserves. Dave Stein has 11 spot-on quick tips that can help you set the right priorities and increase your success rate. His tips are:
I agree with Dave that it is extremely difficult for people to stay objective during the interview. He makes a great point in that you need to act like a doctor when they are taking your medical history or reading your EKG. Too many times a hiring manager will get emotionally attached to a candidate and lose the objectivity needed to make the best hiring decision. First impressions are important, but don’t allow that to cloud your judgment and write off what could be a strong candidate.
I have been in interviews where the hiring manager didn’t think that a candidate was outgoing enough, made the decision they were not a fit and just went through the motions to fill the remaining time. The candidate did well answering the manager’s questions and then the time for the candidate to ask questions arrived. They were prepared with questions to discover information about the company and sales department, the challenges it was facing, why the position was open and what the hiring manager was looking for in an ideal candidate. Yet the hiring manager had already made up his mind and determined that the candidate was not the right fit. He had disqualified them.
The ability to stay objective and to gather enough information is critical to making a strong hire. Be conscious of quick decisions and do not fall into the trap of prejudging a candidate.
This is a long set-up, but you’ll get the point. I just read an interesting Q&A article on BusinessWeek.com titled Being Pushy…or Taking the Initiative? Here is the question posed by an office manager who is hiring for a sales position:
I’m the office manager in a branch of an international PR firm with more than 50 offices in the U.S. I run the administrative processes, work as the liaison with our U.S. headquarters, and serve as the HR chief for this branch. Last week I interviewed a candidate for an account manager position. This man had applied for the job through an online job ad. I do the first-screen interviews, and so I met with him to talk about the role and his qualifications. We had a fruitful cha (sic), and I was pleased enough with our meeting to say to the candidate in closing: “It’s been wonderful to meet you, and I’ll be speaking with Amanda Jones, our general manager, about our conversation and taking the next steps.”
As far as I could see, I was doing the candidate a favor by letting him know that I was taking his candidacy to the next level. I guess I shouldn’t have mentioned Amanda’s name, because this morning I received a thank-you e-mail from the candidate, and saw that he had cc:d Amanda on the note. That feels really pushy to me. Because I mentioned Amanda’s name, the candidate figured out Amanda’s e-mail address and wrote to her directly. I’m tempted to cross his name off the list of finalist candidates. Any thoughts?
I am always perplexed by this belief that a salesperson should not be effective at selling. If I were in her shoes, I would move this candidate to the top of this list. he showed moxie in attempting to move this “deal” to the next stage.
We see this in interviews also. A hiring manager will state that they didn’t think the candidate talked much, but we sat and observed the candidate asking the right questions to qualify the position. I know it is difficult, but when hiring salespeople, you have to step back from the process and review the candidate’s actions and words. Look at them in entirety. This approach will show you the candidates with initiative…initiative that may be sitting there right in front of your eyes.