Sales & Sales Management Expertise

Sales Management - Recruiting is just 1/5 of the Job

Tags: successful on-boarding, recruiting, Coaching, sales recruiting

There are several things that an effective sales manager must do day in and day out to be successful. In our Sales Management Certification program we’ve identified and certify a sales manager ready to perform by covering 5 critical functions:

  1. Recruiting
  2. Performance Management
  3. Motivation
  4. Upgrading the Sales Team
  5. Coaching

Specifically with recruiting the right talent selecting the right person is just ½ of the job of recruiting. Kind of like club selection in golf.

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In July I started to play golf. I joined a local club – Bel-Wood and have played enough times (20 rounds) to establish a handicap. My golfing partners would describe my handicap in golf as something other than a number but that is for another time. My handicap is quite high and I know the solution. Buy a new set of clubs. I did that and discovered that more is needed. So this week I will begin lessons.

Last week I played a round and I managed to par the first hole. Not something I have been able to achieve yet this year. I was thinking, finally! I normally hit a 3 wood or a rescue club off of the tee because I just cannot hit a driver with any consistency. I hit the ball to the right into another fairway. I had a tough shot to make next – under a tree limb, over the next set of trees. I hit the rescue club and landed safely on the fairway about 120 yards from the green. I selected my pitching wedge; hit it to the green and two putted for par. I knew I was going to have a great round.

On the 3rd hole once again I selected my rescue club to hit off of the tee (When I hit this club well I hit it between 210-220 yards). I swung and watch my ball safely land – in the water to the right. My point here is the club selection, just like talent selection is just part of the job.

The job in selecting the right people actually starts with the profile you establish. Much like getting fitted for the right set of clubs based on your swing. Once again my golf partners had a suggestion for this – try tennis. You have to know what the right fit is for your organization and the job required and then you find the people that ‘fit’. Once you find the ones that could possibly fit then the selection process begins. But that alone will not bring you, guarantee you success. You must now execute!

In this case execute means on-boarding them and coaching them effectively. Failure to do will result in another quality hire ending up safely out of your company.

Additional resources:

Tool for selection: Free Trial for Pre-hire assessment

Improve your process for recruiting – Hire Better Sales People Whitepaper

Improve the execution of sales management – Sales Management Certification

 

Will You Be Able to Recruit Good Salespeople in 2015?

Tags: hiring better sales people, recruiting, sales recruiting

A guest blog by Dave Kulran, President and founder of Objective Management Group, with an introduction by Tony Cole, President of Anthony Cole Training Group.

INTRODUCTION: I’ve been working with companies for 22 years: companies of all sizes, in various business segments and across the country. One thing I’ve witnessed, discussed or heard for all of these years is the issue about talent. I’ve read books and articles and listened to keynote speakers talk about sales talent. What I cannot understand is this: why does this conversation still exist? For a problem that seems to be so obvious, you would think that, as an industry, we would work hard to ‘find a cure’ to the high cost of hiring the wrong sales people. (Click here to find out more about the cure)
About 20 years ago, I was fortunate enough to hear about David Kurlan and his company, Objective Management Group. After some initial discussions (and reluctance on his part), I managed to sell him on the idea that we would be a good distributor and a solid partner. At that time, I don’t think either one of us realized how true these predictions would be, and I certainly didn’t realize 1) how important Dave would be to our business at Anthony Cole Training Group and 2) how important he would become to the entire  industry of sales and sales development. At some point, I sent him a request for some information on recruiting pipeline and in return he sent me a link to a blog article which you will see included below. I have read the article before but I had forgotten that he was the one who wrote it. Reading it once again, I realize that there is a pioneer in our industry that continues to work hard at finding the recruiting cure. Thanks, Dave, maybe between you, me and all the distributors in your network, we will help companies fix this problem once and for all.
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Will You Be Able to Recruit Good Salespeople in 2015?
By Dave Kurlan

Do you know when your car is not running properly?  It's usually quite obvious.  Lighting is very obvious too.  How about your home theater?  You probably won't know about a problem with that until after a component has stopped working.  Do you have a really good way to determine whether your sales recruiting process works the way it should and will work going into next year?  How can you determine whether your job postings are effective?  How do you know if you are getting enough candidates?  How do you know if the best candidates are making it to the interview stage?  How can you tell if you are about to make a hiring mistake?

Occasionally, my sales development firm conducts a turnkey search for a crucial sales, sales management or sales leadership role.  Usually, this occurs when the client lacks either the bandwidth, expertise, or desire and absolutely, positively cannot afford to get this particular hire wrong.

Last week, we completed two such projects where we were looking for salespeople that were absolute needles in the haystack.   This 2-minute video has my take on what constitutes "needle in the haystack" criteria.

Below, you can see a breakdown of candidates for each company and how they converted along the way.

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Which project was more successful?  Was it the NY company where we identified 5 candidates that met their needle in the haystack criteria, or the CT company where we only identified 3?  Was it the NY company where we took 101 applications or the CT company where we took only 20?  Was it the CT company where it took less than 30 days, or the NY company that really did their due diligence and took 16 weeks?  Was it a tie because both companies got two great salespeople?

Determining winners and losers is dependent on roles and expectations.

From Objective Management Group's (OMG) perspective - both companies had licenses for unlimited sales candidate assessments, so it was a tie.

From Kurlan & Associates' perspective, getting the CT company completed in less than 30 days was more profitable and less labor intensive than what was required to complete the NY company.  However, the time and labor must be measured against the context of fees.

From the client's perspective, the CT company was the winner because we were able to exceed their expectations on the timeline.

From the perspective of the job sites, they won big on the NY company because they were paid for views and got 4 times as many.

If it had taken as long for us to complete the hiring for the CT company as it had for the NY company, the numbers, multiplied by 4, would have been very similar to the numbers of the NY company.

There are a few interesting side notes to this exercise.  We teach most clients how to do what we do instead of doing it for them.  In those cases, they are responsible for sourcing candidates, and typically, if a company had received only 20 applications, 12 assessments with only 7 passing the assessment, they would call to complain about a lack of candidates.  And if a company had received 101 applications and only 5 of the candidates that passed the test met their needle in the haystack criteria, they would be calling to complain about the quality of the candidates.

That's the thing about getting selection right.  The only thing that matters is that you have the patience to wait for the right candidates to appear, the ability (aided by tools) to recognize those candidates, and in the end, the ability to convince those candidates to join you.  The numbers and ratios are just that - numbers and ratios.  It's about getting the right candidates into the pipeline, not getting lots of candidates into the pipeline.

Of the candidates that viewed the postings, why did such a relatively small number send their resumes?  Because we wrote the ads in such a way that most of the readers knew that they did not fit the criteria for who we were looking for.

Why did fewer than half of the candidates complete applications?  Does the answer really matter?  All you need to know about the candidates that didn't complete them is that they didn't follow through.  Why did a third of the candidates that completed the application fail to take the assessment?  Again, who cares?  It's yet one more way in which we can disqualify those candidates that need to be filtered out.  Could we have lost out on some good candidates who decided not to complete applications and assessments?  That depends on what you consider good.  If those same candidates won't complete call reports, use CRM, attend huddles and meetings, follow through, or do things your way, then no, we didn't miss out on anybody.

I believe that there will continue to be a shortage of good candidates through the first three quarters of 2015.  You can counter the effects of a candidate shortage by getting some help, using good tools or having experts do the work for you.  Would you like to use the accurate, predictive sales candidate assessment that we use and recommend?  Click here for a free trial.