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Case History - How Not to Hire Salespeople

  
  
  

Dave Kurlan is a top-rated speaker, best-selling author, sales thought leader and highly regarded sales development expert.

A company wants to hire 5000 salespeople - but why?

2000 drop out before completing training, and another 2000 drop out during the first 90 days in the field. Another 500 drop out during the first 6 months, and at the end of the year they only have 500 of the original 5000 standing.  What would it be worth to them from a cost, time, resources and practicality standpoint for us to simply identify, in advance, the final 500, before anyone is hired?

Can we do that?  Yes.

Are they likely to do that?  No.

Why?  Because that's the way it's always been done in their industry.  The Status Quo prevents improved outcomes and nobody wants to make a change that might not work.  Well what about the way they're doing it now?  Does anybody really believe that it works the way it is?  They do!

Let's take a closer look at why their turnover - at 90% the first year - is so high?  Let's look at how they select salespeople since that's one of the things that we could change.

They use a behavioral styles assessment.  They're OK, but (obviously!!) not predictive of sales success.

This particular assessment is marketed as a sales assessment but it's the same old story.  Behavioral Styles assessment that uses some sales terminology and marketing but under the hood it's a behavioral styles assessment.  Here are some examples:

The Assessment reports "Prospecting Ability" but they can't actually measure that.  They can only measure how extroverted, social and persistent the individual is - in a social context!  It has nothing to do with prospecting ability!

The Assessment reports "Closing Style/Ability" but they can't actually measure that.  They can only measure assertiveness and sensitivity to rejection - in  a social context!  It has nothing to do with closing ability!

The Assessment report "Commitment to Sales" but they can't actually measure that.  They can only measure self-esteem and how favorable the individual is to a sales profession.  It has nothing to do with Commitment to Sales!

And on and on and on it goes...

What would you do?



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Posted by Dave Kurlan on Fri, Apr 02, 2010 @ 10:37 AM

COMMENTS

People are indeed making horrible mistakes hiring sales personnel at all levels using exactly those behavioural tools. Three comments.First, buyers are suffering their own limiting beliefs i.e. that's the way I have always done it etc. They probably use an established tool whatver it maybe and to coin the computer phrase 'no one got fired buying IBM". Equally few people buying assessment tools that I have engaged with have no clue about reliability or validity thus they have no idea these questions need to be asked. Second I try to liken their situation to a medical metaphor or two. I ask would you be comfortable if your surgeon said you needed an operation but without running any tests and wasn't going ro run any tests because he says "I can recognise a problem when I see it and have done it many times before", OR, "would you expect a full blood analysis just by taking your blood pressure". Thirdly we need to pitch the deep and meaningful questions back to the buyer in terms of what he thinks he is looking for and how is he going to measure it. That should present an opportunity to politely point out that 'his chosen tool' does not/will not measure this, that or the other witout making him look an idiot.Finally what is the cost of getting that hire wrong.This is a great topic which I hope a lot of distributors can comment on. Here endeth my contribution.

posted on Saturday, April 03, 2010 at 12:45 AM by Ray Bigger


Comments have been closed for this article.