New Data Shows an Overlooked Finding Correlates to Sales Effectiveness

Posted by Dave Kurlan on Thu, Oct 15, 2020 @ 09:10 AM

compatibility

We use remote deposit, a terrific convenience for depositing checks from the desktop without going to the bank.  The only problem is that the software that runs the check scanner isn't compatible with the Mac OS.  It only runs on Windows so we have to remotely connect to an old Dell that takes up unnecessary space. Oh, if only the software for the check scanner was compatible with the Mac.

My wife and I were friends with a couple that argued ALL the time. They argued when they were alone, they argued when they were with us, they argued when they were with their kids and they were just brutal to each other.  If only they were more compatible.

Compatibility is not only important, it could be one of the most overlooked criteria in hiring sales candidates.  Let's do a deep dive! 

Most sales leaders think that industry experience is the most important criteria for evaluating the fit of a potential sales hire but they couldn't be more wrong.  Compatibility with the selling environment is far more important.  For example, if you sell payroll services, is it more important that the sales candidate came from the payroll industry or is it more important that they have great selling skills and called on the same HR professionals that a payroll salesperson would need to call on?  In other words, is it more important that they know stuff, or is it more important that they have a built-in network of customers to sell to? 

There's more to compatibility than who they sell to.  Factors like the length of the sales cycle, how many calls/meetings that entails, your price point relative to the competition, the amount of money they'll be asking for, the quality of the competitor's offering, the effectiveness of the competition's marketing and sales, whether they've worked for a sales manager with a similar management style, how much pressure they'll be under, whether they'll get the coaching and training they require, if they've worked under a similar compensation plan, and more should be considered.  There are nearly 30 variables that help to determine whether a salesperson is compatible for the role. 

At my weekly meeting with Objective Management Group's (OMG) COO, John Pattison, we discussed compatibility in the context of another finding we call FIOF or "Figure it Out Factor."  Candidates that have a FIOF score of 75 or better ramp up more quickly than other candidates.  Compatibility is weighted pretty heavily in the FIOF finding because of how it influences the ramp-up time of new salespeople.  The more compatible a salesperson is with your selling environment, the more quickly they should ramp up because they've "done this before."

OMG measures 21 Sales Core Competencies as well as 9 other competencies that are important but not core.  An additional finding is a score for compatibility.  

Out of curiosity, we wondered what the average score for compatibility was because we haven't looked at that before.  He asked me to guess and I said "somewhere between 60 and 80."  It turns out that the average compatibility score for all sales candidates is 70.  Not bad!  For kicks, we ran the analysis for the four levels of Sales Percentile which include Elite (top 5%), Strong (the next 15%), Serviceable (the next 30%), and Weak (everyone else - the bottom 50%).  This is what the analysis showed:

Who knew that compatibility would correlate to Sales Percentile? I certainly didn't think that the distribution of scores would show this kind of correlation.  After all, when we score compatibility, we aren't measuring any of the sales competencies that make up Sales Percentile; only prior selling environments. The top 5% of all salespeople are 41% more compatible with their selling roles than the bottom 50% and it left me wondering, "Why?"

Three theories came to mind and perhaps you can add some additional theories!

Theory 1: The best salespeople naturally identify good fits for themselves so that they can thrive.  We could guess that elite salespeople seek out the greatest selling challenges - something beyond their comfort zone - but perhaps they are simply too smart to sabotage themselves.

Theory 2: The worst salespeople don't pay any attention to fit because to them, selling is just spouting off features and benefits, doing demos, generating quotes and proposals, and taking orders.  Maybe they simply gravitate to wherever they are wanted?

Theory 3: The best sales leaders, in hiring only the best salespeople, are rewarded with salespeople that can handle their selling environment. It's worth noting that the best sales leaders hire salespeople who are more talented than they are while average and weak sales leaders hire salespeople who are weaker than they are.

I haven't written about compatibility before but it's worth spending a few minutes to understand the role it plays in sales success.

What plays an even more important role in sales success than compatibility?  It's the 21 Sales Core Competencies and configuring OMG's accurate and predictive sales candidate assessment to recommend those candidates that score well in the competencies that are crucial to success in the role you are hiring for.  Learn more about the 21 Sales Core Competencies.

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Topics: Dave Kurlan, sales hiring, sales recruiting, HR, human resources, sales performance, Personality Tests, sales selection, sales assessments, sales test

Top 10 Reasons Not to Test Your Sales Candidates

Posted by Dave Kurlan on Mon, Oct 05, 2020 @ 06:10 AM

testing

Testing.  Testing 1234.  Testing.  Check, check, check. How do I sound?  Testing 12345.  

Anyone who has conducted or listened to a sound check should be familiar with those words.  More testing = better audio.

If you're feeling ill, get tested.  That's the mantra for COVID-19.  But lots of people are getting tested.  In the USA, 345 out of every 1,000 people have been tested as of the end of September.  Compare that with Mexico where only 12 out of every 1,000 people have been tested.  That could explain the difference in positive test rates in these two countries with the US rate being less than 5% and Mexico's rate close to 50%.  More tests = well, something.

Those aren't the only two examples of testing being an obvious no-brainer.  Doctors test our vital signs - temperature, blood pressure, heart rate, blood and for some, EKG, and prostrate.  More thorough testing = more healthy.

Testing is not only normal, it's expected.

So why in the world is it so difficult to get Sales Leaders and HR professionals to test sales candidates?

We hear everything, including this week's top 10 reasons for not assessing:

  • "I hire using my gut feel"
  • "HR is not comfortable using assessments"
  • "We don't want to be bound by the recommendation"
  • "We don't want to spend the money"
  • "We don't want to change our hiring process" 
  • "We don't want to inconvenience our recruiters"
  • "What if I get a false positive?"
  • "Legal won't go for it".  
  • "Turnover is baked into our process". Consider this internal note from today: "[He] has a potential client who hires 150 reps/week with 300% turnover! Wanted to know how to price that 7,000 hire license. I suggested we take a different approach and determine the real cause of the turnover problem and then look at how many they really need to hire."  Anytime I read that turnover is greater than 100%, that's an example of baked-in turnover.
  • We don't believe in assessments". Consider this email I received today: "Nice to e-meet you.  [He] sings [OMG's] praises, but up front you should know that I have always been somewhat skeptical of Myers Briggs or personality profiling type exercises, so I'm the one you have to convince."  Bad experiences with assessments that weren't designed for sales creates biases.

These excuses are total BS.  Consider the following 4 facts:

  • Average sales turnover is now 34% and in some industries and companies it is much higher.  source
  • The average cost of sales turnover is 1.5 times compensation.  If average sales compensation is $95,000 that's a cost of $142,000.  source.
  • Fewer than 50% of salespeople will hit quota this year.  Do you think that's because of the pandemic?  Think again.  It's been that way for years!  source
  • Average ramp-up time is 5 months.  This varies wildly across industries but here's a formula to calculate what yours should be:  Length of Learning Curve + Length of Sales Cycle + 30 Days to transition.  If you have a six month sales cycle and it takes 3 months before a salesperson can have an intelligent conversation with a prospect, the ramp-up time - the time it takes for business to begin closing - is 10 months!

Let's be conservative and say that for every ten salespeople, the average company turns over 3 per year at $142,000 each.  The $426,000 cost is nothing compared to these other three problems:

  1. The distraction of having to hire 3 more salespeople
  2. The disruption in the territory or vertical,
  3. The lost opportunity of having an under-performer representing you.

Consider 8 more facts:

  1. Companies that use Objective Management Group's (OMG) sales candidate assessments have average turnover rates of just 8%.  That's 425% better than average.
  2. Companies that use Objective Management Group's sales candidate assessments have quota attainment of 88%.  That's 205% better than average.
  3. When companies hire salespeople that were not recommended by OMG, 75% of them fail within 6 months.
  4. When companies hire (after doing their due diligence) salespeople that were recommended 92% rise to the top half of the company's sales force
  5. OMG has been voted the Top Sales Assessment Tool in the World for 9 consecutive years
  6. OMG is customizable, incredibly accurate and predictive of sales success right down to the sales role for which you are hiring
  7. OMG has assessed 2,017,367 salespeople in - companies.
  8. OMG lowers recruiting costs and saves time - it's not expensive.  Depending on the number of hires and the size of the candidate pool, assessments could cost as little as $8 each!

You would think that these 8 facts would thoroughly and completely rule over the top 10 reasons for not assessing. But every minute of the day, seven days a week they don't.  People are stubborn. They don't know what they don't know while believing that that they know everything.

This is my call to action.   Grab a sampleTry it for freeRegister to begin using OMG's Sales Candidate Assessments.

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Topics: Dave Kurlan, sales hiring, sales recruiting, HR, hiring, recruiting, assessment, omg, sales test, personality test

New: The 21 Sales Core Competencies for 2020 And Beyond

Posted by Dave Kurlan on Sun, Sep 27, 2020 @ 16:09 PM

Had an update lately?

I get an Office 365 update on Outlook, Excel, Word, PowerPoint, and OneNote at least every week.  Yawn.  It seems half of them are to fix something that broke in the previous release.

Apple updates the operating systems of their various devices on a fairly regular basis.  The software for my Apple watch was updated twice in the past month.  IOS, the operating system for the iPhone and iPad was just updated as was the software for AppleTV.  OS x, the operating system for the Mac, was recently updated.  Most of these updates occur automatically and without fanfare but when an update advances to the next number - from 13.62 to 14.0 - it's a big deal and means significant updates to features, stability, security and usability are included.

Such is the case with Objective Management Group.  Like Apple, OMG updates its assessments on a non-stop basis but rolls out significant updates a couple of times per year.  Last week OMG introduced the latest revision to the 21 Sales Core Competencies.

There are thirty competencies in all, each with between six and twelve attributes but some are more important than others and OMG measures twenty-one of them in the following three categories:

  1. Will to Sell includes 5 sales competencies that differentiate between whether a salesperson CAN sell, versus whether they WILL sell. 
  2. Sales DNA includes 6 competencies which, when appearing as strengths, support a salesperson's ability to execute sales process, sales methodology, sales strategy and sales tactics.  However, when these competencies appear as weakness, they sabotage a salesperson's ability to execute sales process, sales methodology, sales strategy and sales tactics.
  3. Tactical Selling has 10 sales competencies that show the degree to which a salesperson has developed the required skills to effectively sell in today's ever-changing world of selling.

OMG's latest release includes several changes to the 21 Sales Core Competencies.

There is a new competency called Sales Technology which wraps three sales competencies into one:

  1. Video Proficient is a brand new competency that looks at a salesperson's use of video platforms, how well they have learned those platforms, and to what degree they have embraced video for virtual selling.
  2. CRM Savvy was previously included in the 21 sales competencies before being rolled into Sales Technology.
  3. Mastery of Social Selling was also included in the 21 sales competencies prior to being rolled into Sales Technology.

Sales Technology is a great example of how quickly OMG moves to not only remain current as selling evolves, but to lead the way and standardize the competencies which experts in the sales development space view as core to success.

OMG has had a finding called Reaches Decision Makers since 1990 and in recent years it became a full-blown competency that included eight attributes.  In the latest update, OMG moves Reaches Decision Makers into the primary group of 21 because our research shows that salespeople are 900% less likely to move the opportunity to closable if they are not talking directly with the actual decision maker. 

There is a very good reason that OMG has been named the Top Sales Assessment Tool in the World for nine consecutive years.  It is not only extremely accurate, it is also incredibly predictive and insightful. In the screen shot below, you can see all 21 Sales Core Competencies, as well as some of the other competencies OMG measures and reports on, as shown on the coaching dashboard of a sales evaluation.

Personality assessments (like Caliper) and behavioral styles assessments (like DiSC) ask their questions in a social context, measure personality traits and behavioral styles and then ADAPT (GUESS) those findings for sales.  This is crucial for understanding the differences!  OMG asks all of its questions in the context of sales, measures actual sales knowledge and capabilities in the context of the sales competencies above, and ACCURATELY REPORTS on those sales competency scores.

You can view and filter by industry some of OMG's data in 21 Sales Core Competencies and even see how your salespeople compare by clicking here.  You can check out OMG's accurate and predictive sales candidate assessments here.

Image copyright 123RF

Topics: Dave Kurlan, Consultative Selling, sales process, Personality Tests, caliper, sales test, selling value, DISC

One Thing Your Company Must Do Right Now to Increase Sales

Posted by Dave Kurlan on Wed, May 13, 2020 @ 12:05 PM

cherry-picking

Most in the cherry-picking news media are continuing to pound us with bad stuff: record unemployment, 80,000 dead, lockdowns into August, 30 trillion in debt, economy will be slow to recover, you'll be jailed if you open your business too soon, schools to remain closed in September, people will die, etc.  But there is good stuff going on that they aren't talking about because, for the most part, the media doesn't care about sharing the good stuff.  It's bad for ratings.   

For example, since the 30 million who temporarily lost their jobs are receiving unemployment at more than 100% of what they were earning before, they aren't facing the hardship the media would lead you to believe and the money is there for a reboot when it comes.  But the really good news is for companies that are able to hire salespeople.  Consider this!

Do you have cash on hand?  Do you have access to cash?  Money is almost free right now so don't discount traditional borrowing!  If you can invest some money, now is definitely the time to hire salespeople.  Whether you want to expand your geographical coverage, the verticals you call on, the audience you sell to, the products you offer, want more saturation in your existing space, or want to upgrade the quality and performance of your existing sales force, THERE WILL NEVER BE A BETTER TIME TO HIRE SALESPEOPLE.  EVER.

Consider the following statistics from Objective Management Group (OMG), who have assessed 1,972,665 salespeople.HIRING-PANDEMIC

You are looking at historical shifts in statistics!

If you can find a way to spend the money now (cost of tools and 3-months salary), and you use OMG'S predictive sales candidate assessment, you will see some incredible swings:

Your sales candidate pool will increase in size by 600.  Yes.  They are out there!

The number of sales candidates completing their sales candidate assessments will increase by 958% because it is an employer's market.  Just three months ago it was a candidate's market.

The overall assessment recommendation rate will decrease by 45% because there are a lot of crappy salespeople out there right now. Also, you will be able to raise the bar on the minimum requirements for a recommendation because there are a lot of good salespeople out there too.

Because of all the available sales talent right now, you will be able to identify and hire your salespeople 450% more quickly.

While the fixed cost for a sales candidate assessment license remains the same, the relative cost per assessment decreases by 958% and your annual compensation drops by 11% due to supply and demand.

Even if the market you sell to is sluggish right now, that won't be the case by the end of the summer.  Don't wait until then to hire!  Everything will shift again by Labor Day.  Both supply and quality of available sales talent will decrease as demand increases, the time to hire will increase, and the time to onboard your new salespeople will take longer as well.  DO. THIS. NOW.

Your current and new salespeople will face unprecedented challenges in the form of delayed closings, resistance to being sold anything at all, and resistance to spending more money than anyone has to.  This resistance will come in the form of stalls, put-offs, objections, excuses and sob stories.  Your current and new salespeople must have the skills to differentiate, take a consultative approach and sell value if you are to have any chance of maintaining your margins.  If your salespeople move forward armed with only the limited skills they had prior to the pandemic, your win rate and margins will be crushed.  YOU MUST EVALUATE YOUR EXISTING SALES FORCE, DETERMINE HOW BIG THE SKILLS GAPS ARE, AND PROVIDE THIS CRUCIAL SKILLS TRAINING NOW.  If you wait, you will find yourself fighting to survive from the back of the pack.

Image copyright 123RF

Topics: sales assessment, Dave Kurlan, grow sales, recruiting salespeople, hiring salespeople, sales test, personality test, recovery

The Deal Breaker That Prevents you From Hiring a Great Salesperson

Posted by Dave Kurlan on Mon, Jan 13, 2020 @ 06:01 AM

cheat

One of the questions we are often asked by HR Directors is, "Can people game the OMG assessment?"  Of course they can try, but we have a very effective algorithm that smokes out those who attempt to cheat.  It doesn't happen very often that somebody attempts a big cheat but when it does, it's almost magical in the way we uncover them.

There is a very small percentage of salespeople who attempt an all out cheat.  This unethical group can usually be found in the category of weak salespeople - the bottom 50% - which explains why they think they need to cheat.  But what happens if a good salesperson attempts to game the system?  What would that look like?

This OMG sales assessment dashboard is from a strong sales candidate who cheated.

cand-dashboard

The 93 percentile score puts him in the top 7% - with flaws of course - but still quite strong.  Find the circled area in the bottom left of the dashboard and you'll see the finding "Scoring Confidence" with the score at the lowest end of the low range.  Scoring Confidence is OMG's score on whether we have faith in the results of this particular candidate.

Now look at the top right of the dashboard to the recommendation.  What would otherwise be a Recommended candidate is Not Recommended because of the Scoring Confidence score.

Are there any clues that something doesn't add up for this candidate?  There are.  No, not the low closing score.  The Closing competency is overrated. How can someone this good be so bad at building relationships?  He also scores quite low on the Building Trust competency which can be found in the details of the assessment document.  In my experience, a salesperson who can't build trust or relationships won't be very effective.   He also has two weakness that other salespeople in the top 7% don't have.  He doesn't uncover budgets and wastes time with unqualified prospects.

If you were interviewing this salesperson, the chances are good that his poor relationship and trust building skills would have caused you to dislike him.  You probably wouldn't have hired him because of that.  But what if the clues were different?  What if the inconsistencies were not with competencies that would have tipped you off in an interview?

In the end, sales selection is about information.  There are ten important data points:

  1. The face-to-face interview
  2. The OMG Assessment recommendation
  3. Relevant Experience (found on the Resume)
  4. Compatibility with your Selling Environment (found in the OMG assessment)
  5. Track Record
  6. References
  7. Phone Interview
  8. Responsiveness (in your communications with the candidate)
  9. Thoroughness (in those communications and the interview)
  10. Likability

Still not using the highly accurate and predictive OMG Sales Candidate Assessment?  From among the sales candidates that we don't recommend, but who clients hire despite the warning, 75% of them fail within 6 months!  Why would you choose to make such important decisions without the OMG crystal ball?  

Leave your comments on the LinkedIn thread for this discussion.

Image copyright iStock Photos

Topics: Dave Kurlan, omg, sales selection tool, sales assessments, sales test

Why You Must Hire Salespeople Right Now

Posted by Dave Kurlan on Thu, Jun 04, 2015 @ 17:06 PM

fortune-500.jpg

Forbes conducted a survey of Fortune 500 CEO's and 82% of them said they would be hiring more people within 2 years.  Why should that be important to you?  

To answer that question, let's talk about your KPI's, or Key Performance Indicators.  The reason KPI's are more important than all of your other metrics is because they are, or should be, forward-looking indicators, rather than lagging indicators.  In the consulting and training work that I have done over the past 30 years, I have always viewed the Fortune 500 and their respective strategies as another set of KPI's.  We all remember the economic crash that hit in November of 2008.  But two years earlier, I was training salespeople that sold to Fortune 500's when, all of a sudden, out of the blue, this unexpected feedback began coming to me.

Many salespeople began reporting that there were major delays getting purchase orders on business that had already closed, all the result of spending freezes. In September of 2006, more than 2 years before the collapse actually occurred, I wrote this article about Selling in the Upcoming Recession. The behavior of the Fortune 500, two years prior to the collapse, was a major leading indicator.

When I hear that 82% of the Fortune 500 CEOs are planning to hire more people, I sense confidence, expansion, revenue growth and the need for increased capacity at all levels. And if companies are planning to grow, then that sure as heck shouldn't be limited to the Fortune 500.  

If you want to grow along with the Fortune 500, you'll need to hire salespeople. I know. You don't need any, there aren't any good ones out there, the last 11 times you tried, they failed, and it's too risky. I've heard all of the excuses. So let's dissect them one by one.

You've struggled to hire good salespeople - That means you keep doing the same thing, stupid, and getting the same results.  You need a better sales recruiting process and a very predictive sales selection tool.

Your territories are full - Is that like when the bases are full? You need a heavy hitter to come to the plate and clear the bases. In other words, any time a great salesperson comes along, you should hire that individual and find a spot, especially when it allows you to jettison an underperformer.  How do you know it's a great salesperson? Don't forget that very predictive sales selection tool!

There aren't any good salespeople out there - I don't know if I would agree that there aren't ANY, but there are certainly a lot fewer good salespeople who are actively looking. So what can you do? With a good sales recruiting process, you'll learn to write a job posting that attracts those who are out there, and find the passive job seekers too.

It's not the right time - it's too risky -  It is never risky to hire a good salesperson. Even the worst of the good salespeople bring you something, certainly enough to to pay for themselves. But good salespeople are not expenses.  They are investments, profit centers, and your economic engine! How do you mitigate the risk? You should know the answer if you've been paying attention. Objective Management Group's (OMG) accurate and predictive Sales Candidate Assessments! You can learn more and/or subscribe here.

Let's be like birds and take advantage of the lift they get when they fly behind the lead bird. Let the Fortune 500 lead the way so that we can get behind them and have an easier time of it.

Hire some good salespeople now and let the growth begin!

Topics: sales assessment, Dave Kurlan, sales candidates, hiring salespeople, sales test, predictive sales test, fortune 500

Why Half of the Sales Force Resigned This Month

Posted by Dave Kurlan on Wed, May 20, 2015 @ 08:05 AM

hate.jpg

Copyright: 123RF Stock Photo

Half of the company's 20 salespeople have left voluntarily in just the last month and the CEO wants to know why everyone is resigning.  He wants Jeff, his sales manager, coached up and needs to recruit replacements.  He has tremendous urgency to get this moving and believes that Objective Management Group's (OMG) Sales Candidate Assessment will help him select good salespeople that will stick around.  But there is a hidden problem that the CEO is unaware of and even the most accurate and predictive sales candidate assessment on the planet - ours - won't overcome the issue.  It's worse than you can imagine!  It turns out that the sales manager is causing everyone to leave.

OMG had conducted a sales force evaluation a month earlier and the following issues were among dozens attributed to Jeff:

  • His salespeople don't trust him, so they won't trust his intentions or his coaching advice.
  • His salespeople don't respect him, so they won't perform for him or value his coaching.
  • He doesn't have relationships with his salespeople, so they won't share their concerns with him.
  • He has 86% of the attributes we look for in the Accountability Skill Set without complimentary Motivational or Coaching Skill Sets making him quite the task master/dictator.
  • None of his salespeople are comfortable working for a sales manager that places tremendous pressure on them to perform.
  • He only spends 10% of his time coaching, so there is pressure without any support.
  • He does not know what motivates his salespeople.

Any one or two of these findings alone would not be the end of the world, but when one sales manager has all 7, you realize that Jeff is hated!  That's why the salespeople are leaving - and fast.

So here is the question.  Do you urgently work to train and coach Jeff before he blows up the rest of the team or do you find a replacement for Jeff?

Of course, it depends on the rest of the team, but in my experience, it would be crucial to eliminate Jeff from the equation and look for a replacement at the same time that you are replacing the salespeople that have already departed.  If you were to retain Jeff, and make the faulty assumption that Jeff could be fixed, you could lose the rest of the team while you are doing repairs and run the risk that he would alientate the sales candidates that are interviewing for the available jobs.  If your company is big enough and the community is small enough, word could easily get out that your company is not a very good place to work, making it difficult to attract good salespeople for years to come.  

The bigger question is, how was the CEO so completely unaware of Jeff's failings and the salespeople's immense dislike for him?

The combination of a hands-off CEO (as in unapproachable) and a powerful (remember the accountability skill set) sales manager create the perfect storm for a scenario like this.  It's crucial for CEOs to be visible, approachable, involved and committed to the success of the sales force and clearly, that was not evident at this company.

Sales Managers often fail to have the desired impact on the sales force.  In most cases, they have not been trained or coached to lead a sales force, rarely understand what is expected of them, lack the skills to effectively perform in the role, and don't have a clue how to get people to follow them, perform for them or grow.

If you are a sales manager, did you get the equivalent of four years of college to prepare you for your role?  If you are a Sales Director or VP with sales managers reporting to you, did you provide them with that kind of training and development?  If you are a CEO, do you have people in sales management roles who have not been adequately trained to have an impact?

I'll be hosting my annual, top-rated, Sales Leadership Intensive on August 27-28, 2015 in the Boston area.  Click here for more details.  It would be very cool to have you and/or your people there!

For more information on OMG's Award-Winning Sales Candidate Assessments:

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Topics: sales management, sales management training, sales leadership training, sales candidate assessment, sales test, problem sales manager

Top 5 Keys to Select and Hire Great Salespeople in 2015

Posted by Dave Kurlan on Mon, Dec 08, 2014 @ 06:12 AM

selection3

Copyright: swingvoodoo / 123RF Stock Photo

I'm always amused when an email comes through with a message that says something like, "Maybe we should target candidates that aren't recommended" or "Why do so many candidates lack Commitment?" or "Your assessments are only recommending 1 out of every 5 candidates!" or "The questions don't fit the role!" or "Thanks for saving us so much time - we would have hired some of these losers last year!"

I can usually determine, just from the comment of the email, exactly who, by title, must have sent it to us.  Here are some funny examples:

If it's a comment about how few candidates are being recommended, then the message is probably from an internal or external recruiter. 

All but the savviest of recruiters hate Objective Management Group (OMG) because we make their jobs more difficult.  Their job is to find great sales or sales management candidates and OMG only recommends those who are most likely to succeed in the role so, from their perspective, we are "knocking out" too many of their "awesome" candidates.  We do help them succeed at their jobs, but they must deliver more candidates than before to achieve that success.

A comment about how much time we have saved them is usually from the HR Director or VP.  Those Individuals easily recognize how good the recommended candidates are and really appreciate how much time they saved by not having to engage with undesirable candidates.  We make their jobs much easier!

When we read a comment about the assessment questions not fitting a sales role, the email is definitely from a candidate that is either a fish out of water, very inexperienced, or very misguided about professional selling.  Good salespeople never have a problem with fit or context.

Sarcastic comments, like the one above about targeting 'not recommended' candidates, usually come from frustrated CEOs that haven't met with enough good candidates.  Of course, it's easy to place the blame on OMG for quality of candidates because, well, who are they going to blame, their own people?  The quality of the candidates is directly related to the effectiveness of their job posting, where they placed their ads, and how well those postings are working.  OMG assessment recommendations essentially become the feedback on the quality of their sales candidate pool.

Testimonials often come from Sales VPs or Directors that have begun to hire great salespeople.  They recognize how good the candidates have been, they have made their first hires, and the new salepeople that OMG recommended have gotten off to great starts.

Depending on their roles and whether or not achieving their goals has become easier or more difficult, everyone has a different context and perspective of the exact same instrument.

As of this writing, there are some indisputable conditions that everyone must contend with:

  • There is a shortage of good candidates, but they do exist.
  • The more difficult the role and the more capable and expert the salesperson must be, the harder it will be to find "the one".
  • It is taking between 60-90 days to complete the hiring process.
  • The best job sites depend on a combination of geography and the desired capabilities of the salespeople you are hoping to hire.
    • The best candidate, who I personally interviewed in the past 30 days, was sourced from Craigslist.
    • The best overall candidates for a specific geography, that I interviewed in the past 90 days, were sourced from Indeed.
    • The best overall candidates for a non-specific geography, that I interviewed in the past 90 days, were from LinkedIn.
    • The best overall value for sourcing candidates was from ZipRecruiter.
  • You may conduct 5-minute phone interviews with ONLY the candidates that were recommended for the role by the OMG Assessment.
  • You may interview only the best of those candidates from the phone interviews.

Managing your own expectations is key to making this process work.  You must exercise:

  • Patience.  You may have to repeat the process several times to find who you are looking for.
  • No Compromises. If you compromise, you'll be starting all over again in 6 months.
  • Discipline.  Never consider a candidate that is not recommended by the OMG Sales Candidate Assessment regardless of fit.  
  • No Exceptions.  Exceptions compromise the integrity of the sales recruiting process.
  • Speed. Once you have identified a desirable candidate, act swiftly or you will lose that candidate!  I interviewed a great candidate at 2PM on Thursday and recommended him to my client at 3 PM.  At 5:45 PM I received a call and learned that my client had already contacted, met with, interviewed the candidate, and presented a job offer that the candidate accepted.

Finding, selecting, hiring and onboarding great salespeople is more difficult than at any time in the past 20 years.  The only thing that will make it easier is something for which you absolutely won't want to be wishing - a huge economic downturn.  As long as the economy is growing and things are going relatively well, we can deal with it being more difficult to hire.  After all, what good is a glut of candidates if you can't afford to hire them?

Finally, don't forget about EEOC Guidelines.  if you are using OMG's Sales Candidate Assessments, current guidelines require you to assess all of your candidates.  Clients simply purchase a flat-fee license for unlimited use and send the link to every candidate that submits a resume.  Easy!  You're EEOC compliant.

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Want to hear more?  Listen to this BizTalkRadio interview of me talking about getting sales selection right.

Topics: sales assessment, Dave Kurlan, sales recruiting, Sales Candidate, hiring salespeople, sales test, personality test, interviewing salespeople

Keys to Improved Sales Performance - Part 2 of 4

Posted by Dave Kurlan on Wed, Sep 03, 2014 @ 07:09 AM

sales potential

This is the second in a four-part series that will run this week.

See Part 1 here. This is Part 2.

If you are like most folks, you were away for at least part of the summer, took as many long weekends as you could, and worked fewer hours on the days you actually did work.  As part of getting the work done, you deleted as many emails as you could where a reply wasn't required and visited fewer websites and blogs.

That means you missed a lot of what we were discussing this summer.  This series will catch you up in a hurry.

Four days, four categories, with related articles.  Easy.

The Sales Recruiting and Selection Articles

Sales Selection and Recruiting remain a crucial function in improving sales performance.  After all, don't most of the sales performance problems just go away when you get hiring right?  And if that's true, why are so many leaders and companies so resistant and cautious about employing time-tested and proven best practices to improve in this area?  Read on for more...

Top 10 Reasons Why Your Great New Salesperson Might Fail 

Top 10 Sales Recruiting Lessons to Hire Great Salespeople 

What Percentage of Sales Candidates Are Hired? 

Look for Potential in the Next Generation of Sales Hires 

As Good as Your Last Successful Hire - 10 Tips for Consistency 

Share your opinions and let us know what you think about the challenges of recruiting and selection, the shortage of candidates, and the importance of getting it right.

 

Image Copyright: iqoncept / 123RF Stock Photo

Topics: sales assessment, Dave Kurlan, sales hiring, sales recruiting, Sales Candidate, sales test, personality test

What Percentage of Sales Candidates Are Hired?

Posted by Dave Kurlan on Sun, Jul 20, 2014 @ 21:07 PM

sales selection

 

Do you know what percentage of sales candidates eventually get hired?  I posed that very question to Google search and none of the results, that appeared on the first page, answered my question.  Two results pointed to my article from earlier in 2014 that answered the question, "How Many Sales Candidates are Worthy of Being Hired?"

That article addressed several classifications and roles and revealed that, on average, 28% of all sales, sales management and sales leadership candidates assessed were recommended using Objective Management Group's (OMG) assessment.  

 

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It's not quite as simple to figure out how many were actually hired, but we have our ways.  I'll spare you our steps and calculations, but when all was said and done, the data showed that 6% of all candidates assessed were hired.

What Does 6% Mean for You?

In very simple terms, 6% means that 20 candidates must be assessed for each one who is hired.  With an overall recommendation rate of 28%, those 20 assessments will yield approximately 6 candidates who are worthy of your time.  But there is much more to consider.

In order for 20 candidates to take the assessment, you'll probably need 40 to submit their resumes and at least 30 of them to complete an online application.  

We instruct our clients to run a 5-step process where the first 2 steps are to follow a link to an online application, and after completing that, follow another link to the online sales assessment.  The most casual of the applicants will drop out at the online application.  Too much work.  If they can submit a resume and get an interview, they'll take it, but any more effort than that and they'll remain with the company for which they are currently working.  The least qualified will drop out at the online assessment.  Too role-specific.  When they begin to complete the assessment and have difficulty answering all sales-specific questions, they quit, knowing they aren't qualified.

What if You Don't Get 40 Resumes Per Role?

If your flow of resumes is poor, you are probably doing several things wrong.  It's likely a combination of things including, but not limited to your ad title, the ad itself, the compensation, the geography, too much information, the wrong information, who you are targeting, where you are targeting them, etc.  The assessment is only as good as the pool of candidates you find and attract.  That's why a lot of recruiters become frustrated with OMG.  

Why Do Recruiters Get So Frustrated When Their Clients Use OMG?

Recruiters don't want to work any harder than they need to and when an OMG Candidate Assessment is involved, they quickly learn that, of the candidates they send to their clients, the majority (72%) are not recommended.  Recruiting is a lot like real estate sales.  Recruiters tend to send candidates who have curb appeal and a relevant resume, as opposed to candidates who have the required skills and competencies, but might be a harder sell because they lack curb appeal or their resume doesn't scream "hire me!"  The OMG Candidate Assessment differentiates between those candidates quite well, and its accuracy and predictive qualities are legendary.

Sales Candidate Assessment Free Trial

What is the Most Effective Way of Using the Assessment?

The assessment is most effective when used very early in the process - as a first or second step prior to reviewing a resume or speaking with a candidate by phone.  Years ago, I observed that most employers used assessments incorrectly.  They were using personality and behavioral styles tests which are not in any way, shape or form predictive of sales success, and they were not being utilized until after they had narrowed the field down to the final 5 candidates.  Unfortunately for them, the 5 they identified were usually not the best 5 to consider.

Used early in the process, companies eliminate the candidates who won't succeed, don't waste time talking with them, and can invest all of their time speaking with and interviewing the strongest sales candidates.  Best of all, those top candidates are identified using a customized, scientific and objective analysis, not one based on resumes and industry experience.  As a bonus, companies who assess all of their candidates are EEOC Compliant, while companies who cherry-pick to assess are being discriminatory.

Isn't it Expensive to Use That Many Assessments?

Several years ago, OMG moved to a subscription model that offered unlimited assessments, providing employers with a financial incentive to use the assessments correctly and efficiently at the beginning of the process.  Subscriptions control costs, get the actual per assessment price to a ridiculously low number, and allow companies to assess every candidate.

Companies, who use OMG for sales selection, enjoy incredible consistencies, reduce their turnover, improve their on-boarding time, and significantly increase their success rate.  That could be you...

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Topics: Dave Kurlan, sales hiring, sales candidates, sales selection, sales assessments, sales test, personality test

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About Dave

Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog has earned medals for the Top Sales & Marketing Blog award for eight consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016, this one earned a Silver medal for 2017, and this article earned Silver for 2018. Read more about Dave.

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