Dave Kurlan is a top-rated speaker, best-selling author, sales thought leader and highly regarded sales development expert.
There are many keys to making the the sales hiring process work effectively yet most companies fail to get these keys right. Some of them are obvious, while some are more subtle. And most of all, the integrity, or in this case, the outcome of the process is only as strong as the weakest link. Ignore or fail to complete any one step the way it is designed and the entire outcome will be in jeopardy, as in, another salesperson that fails to launch, doesn't meet expectations, or succeeds at being utterly mediocre.
Here are some keys and comments:
- You must identify what experiences the new salespeople must have in order to succeed at your company, in this position, calling into your market.
- You have to nail the posting - get it wrong and the wrong people will apply for the position. When the wrong people apply, you have a pool that's green and unsuitable for diving in.
- You must use a customized, sales specific, predictive assessment to identify the candidates who will succeed in your positions and roles. If the assessment isn't predictive and you can't rely on it, you'll end up wasting your time with the wrong candidates.
- You must be able to determine, in less than 5 minutes by phone, which of the recommended candidates have the desired experience, sound great, and should be interviewed.
- You must be able to firmly but nicely cross-examine your candidates in a face-to-face interview to determine whether they are the person described on their resume or an imposter, meaning the resume was a work of fiction.
- You must have realistic expectations on your timeline. 30-60 days to fill an ordinary territory sales position, 90 days or more to fill a niche sales position, and even longer for the proverbial needle in the haystack.
- You must be patient enough to do it all over again if you don't find the candidate(s) that make you happy. Once you have reached the interview stage, candidates will come in 6 and possibly 12 flavors:
- Strong sales skills, perfect background and you like them;
- Strong sales skills, a background that is close and you like them;
- Strong sales skills, wrong background and you like them;
- Strong sales skills, perfect background and you don't like them;
- Strong sales skills, a background that is close and you don't like them;
- Strong sales skills, wrong background and you don't like them;
If you compromised on the assessment profile and didn't insist on it recommending only the strongest salespeople, you'll have 6 more flavors like those above, only they will be showing Weak Sales Skills.
You need to select from Strong, perfect or close, and you like them. Period. You let the assessment tell you whether they are strong. You let the interview, not the resume, determine whether they have the right background. And only then do you decide whether you like them.
If you don't get what you want, you must answer this question: 12 months from now, will you be happy that you took three more months to find the right salesperson, or pissed off that you compromised, wasted a year, and have to begin the process all over again?
8. After identifying a candidate(s) you wish to hire, you must be able to effectively sell the opportunity to them.
9. Finally, you must be able to effectively on board the new salesperson(s) so that they go roaring out of the gate
10. You must be willing to coach at least twice per day, while holding the new salesperson accountable to all of the agreed upon startup metrics.
Hiring salespeople is not for the faint of heart, should not be performed without the right tools, and cannot be conducted without the right process. Most importantly, gut instinct is not a part of this process!
