Introduction:

Finding sales reps isn’t difficult, but finding high performing salespeople? That’s an entirely different story. Today on the funnel we discuss the 5 ways to find high performing sales reps. Starting with a review of yourself, a review of your past mistakes, the proper use of the sales candidate assessment, a good interview process, and a sales development program. As always if you have any questions feel free to schedule a free 30 minute consultation and i’ll do my best to help in any way I can.

 

What we’re going to cover:

  • Review yourself.
  • Review your past mistakes.
  • Sales candidate assessment.
  • Interview process.
  • Sales development.

 

 

Review yourself.

 

How do I find salespeople?

“Right now how do you find salespeople? Do you put ads on craigslist? Do you talk to recruiters? There’s 1000 ways to find salespeople. How do you do it now?”
 

Do you think it’s working?

“How do you know it’s working? If you have high turnover rate maybe it’s time to look at yourself and look at where you’re finding your reps.”

 

My interview process.

“Do I have that honed down? The problem with the interview process versus managing or coaching is it’s not something you do every day.”

“Maybe you’re just not developed enough in that process so it might require you to look into that process, tear it apart and say these are the steps of how I interview somebody.”

 

Talk too much.

“Whether you like it or not you are in sales, you’re selling, you’re an entrepreneur and we like to hear ourselves talk.”

 

Lead the witness.

“This is what happens you’re basically giving them the answer to the question, through YOUR question. Or maybe your set up to your question through your conversation.

 

Look in the mirror

“Do I really have an interview process? Am I looking in the right place to find high performing salespeople and am I really focusing on that? Do I talk way to much in the interview? Do I lead the witness on because I should be the one talking the least in an interview?”

“Take stock in yourself and ask yourself do I put forth the full effort? A good team knows how to find the good players and put them in place to succeed and that’s what we’re talking about here. So, take stock in yourself as a manager.”
 

 

Review your past mistakes.

“We have a tendency when we lose somebody to look outward and say well they didn’t work out, they didn’t have the work ethic, they didn’t try, we gave them all the tools, we supported them and everything, it’s them and we’re pointing the finger. But is there something in there i’m missing?”

 

Resumes.

“Start going through the resumes and look for common themes. Is there something in there that I’m missing? Maybe I’m not reviewing the resumes right.”

 

Applications.

“Go through the applications, what’s written in their applications that may be a red flag for me? I’m not saying you’re going to find the key in an application or resume but something might click for you.”

 

Performance.

“Look at their performance and your performance, where did it start? Well, where did it go off the rails? What happened? Go back,look at the data, and go over the timeline, when did this start to occur?”

 

Where are the problems?

“Maybe after the first 2 years you’re paying less attention to them and they’re getting less coaching. Whatever it is start peeling back the layers on their timeline and benchmark that against other folks, maybe you’ll find some things in common.”

 

Where are they now?

“Maybe they’re out of sales, maybe they’re highly successful in other companies, in other industries. Maybe they weren’t right for what you do. So, I’d start looking at who you’re looking for. With our assessment we spend a lot figuring out who you’re looking for so try to narrow that down.”
 

Sales candidate assessment.

 

Fit.

“I’m using the assessment as an objective point of view. So, first I’m deciding what it is that I want and I’m putting in a really good job description because that’s going to help you understand what it is they’re looking for.”

“And then we begin to look at the assessment and cutting out the profile, what kind of fit do we have here? What are we looking for?”

 

Personality.

“They have to fit the culture of your company, they have to be the kind of person you’re looking for, and you’ll know it when you talk to them.”

“I put a question mark because I don’t want people to think I’m talking about a personality assessment because I’m not. We do not assess for personality. Why? Because we’re looking for sales fit, we’re looking for it in the context of who you are as a sales person, not as a person.”

 

Objective.

“Assessment is about fit, skills, DNA, what’s the objective here? What are we looking for? We’re going to look at all of that and determine if they fit our job, that’s objective.”

“I’m looking for sales fit in the context of what I’m doing because if I like somebody and I can work with them, that’s fine, but if they don’t fit the assessment, what’s the point? They can’t do the job! The assessment allows you to benchmark against that before you even get to the interview.”

 

Interview process.

 

Rigorous.

“You need a rigorous interview process, a strong standard for interviewing, a guide that’s in place not only for you as a business owner but for every manager in the place that’s hiring salespeople so you’re all on the same page.”

 

Process.

“Why do you need a process? You’re not interviewing every day, it’s not what you do all day, it’s a small piece of the job, but it is one of the most important pieces of the job. So, a rigorous process, a guide with training is going to help you get it right.”

 

You talk too much.

“Now as the manager of the company you want to get that interview technique down and you don’t want to talk too much, you want to stay on point. A strong interview process is going to do that for you.”

 

Sales development.

 

What’s the plan?

“People want to know what the plan is, what’s the plan? How am I going to get from A to B? And why would you invest all the time and money into hiring somebody and say ‘well they know how to sell let them go sell!’ It doesn’t work that way.”

 

Onboarding.

“Do the research the stats will tell you a good onboarding program is going to solve a lot of problems for you. It’s going to get them up and running faster, they’re going to sell more in a shorter amount of time, why wouldn’t you want to do that?

Because it takes work. I know it’s hard, it’s a pain in the neck, but once you get it up and running it’s worth it.”

 

Teamwork makes the dream work. 

“You should be bringing in other folks to do that and helping you on the onboarding. Then after that it’s the sales development part, everybody need development. “

“What I’m saying is the links to the chain are simple, finding good high performing salespeople, making sure that you review what you’re doing, getting better at it, having a quality assessment in place, building out a strong hiring process, then once you get them onboard, onboarding them, developing them and continuing to develop them to get that return on investment.”

 

Keep Filling The Funnel

We would love to hear from you. Let us know what you think about this episode. Please feel free to reach out to us if there is a specific sales topic you would like me to cover.  You can find me on Twitter at @Sheajohnr or email me at jshea@alignment-group.com.  And if you get a chance, please feel free to review us on iTunes.

 

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