Best Ways to Hire Salespeople

View the original article in the Harvard Business Review

by Frank V. Cespedes and Daniel Weinfurter

Many firms talk about talent management, but few deal systematically with a basic fact: average annual turnover in sales is 25 to 30%. This means that the equivalent of the entire sales organization must be hired and trained every four years or so, and that’s expensive.

Consider these stats. Direct replacement costs for a telesales employee can range from $75,000 to $90,000, while other sales positions can cost a company as much as $300,000. Moreover, these figures don’t reflect the lost sales while a replacement is found and trained. In sectors like medical devices, big capital equipment, and many professional services, including these opportunity costs can push turnover cost to $1 million or more per event.

The challenge is compounded by the fact that there is no easily identified resource pool for sales positions. According to Howard Stevens in Achieve Sales Excellence, more than 50% of U.S. college graduates, regardless of their majors, are likely to work in sales. But of the over 4,000 colleges in this country, less than 100 have sales programs or even sales courses. And, even if companies are lucky enough to find qualified grads, the increased data and analytical tasks facing many sales forces mean that productivity ramp-up times have increased. Each hire is now a bigger sunk cost for a longer time.

Bottom line: companies typically spend more on hiring in sales than they do anywhere else in the firm. So how do you improve the returns on this investment? Here are four places to start:

Hire for the task. In business, you hear so many opinions about what makes for a good salesperson. But most are a bland summary of the Boy Scout Handbook, with traits like extroversion, assertiveness, empathy, modesty, and an “achievement orientation.” These platitudes are often reflected in firms’ competency lists and are so broad that, at best, they simply remind us that people tend to do business with people they like (but not always and not as often as many sales trainers assume). At worst, these abstractions are irrelevant to the execution of business strategy, and they make hiring, in sales and other functions, a classic example of the cloning bias: managers use these slogans to hire in their own image.

Selling jobs vary greatly depending on the product or service sold, the customers a salesperson is responsible for, the relative importance of technical knowledge, and the people contacted during sales calls. A review of hundreds of studies about sales productivity finds that “[t]he results of this research have simply failed to identify behavioral predispositions or aptitudes that account for a large amount of variance in performance for salespeople. In addition, the results of this research are quite inconsistent and, in some cases, even contradictory.” Common stereotypes about a “good” salesperson (e.g., pleasing personality, hard-wired for sociability, and so on) obscure the realities you face.

Selling effectiveness is not a generalized trait. It’s a function of the sales tasks, which vary according to the market, your strategy, the stage of the business (i.e., startup or later stage), the customers targeted by your strategy, and buying processes at those customers. This is true even for firms in the same industry. Think about the difference between sales tasks at Nordstrom, where personalized service and advice are integral to strategy execution, and Costco, where low price and product availability make sales tasks less complex and variable.

The first step in smart hiring and productivity is understanding the relevant sales tasks in your market and strategy and then reflecting those tasks in hiring criteria and a disciplined hiring process.

Focus on behaviors. Research based upon thousands of exit interviews shows that a primary cause of poor performance and turnover is poor job fit. People, especially salespeople with a variable pay component, become frustrated when they’re hired for tasks that are a poor fit with their skills and preferences. Conversely, as the saying goes, “You hire your problems.” Zappos CEO Tony Hseih estimates that bad hires have cost his firm $100 million. Famously, Zappos will pay people to leave voluntarily after a few months on the job.

The key is to focus on the behaviors implied by the sales tasks. In many firms, this means upgrading assessment skills. Managers are excessively confident about their ability to evaluate candidates via interviews. In reality, studies indicate a low correlation (generally, less than 25%) between interview predictions and job success, and some indicate that interview processes actually hurt in hiring decisions: the firm would have done better with blind selection procedures! The best results, by far, occur when those making hiring decisions can observe the potential hires’ job behaviors and use a recruitment process based on a combination of factors, as illustrated in the following graphic:

sales, candidates, culture-fit, reference checks, the people group

How to evaluate a candidate for a sales position

The Interview

Arrive 10 minutes early to interview and give a firm handshake, a smile and eye contact. Above all, be positive! First impressions last! It’s not unheard of for the director of the company to ask the receptionist what their first impression of you was.

It is a certainty that you will be asked questions about the company. What research have you done? What attracted you to this company? What do you know about the companies background and culture? Make sure to do your homework as companies want to know that you want to join them and are not just applying for any job.

Possess a deep understanding of the company. Not just the ‘about us’ section of their website. Look at LinkedIn profiles, what is their reputation in the market, maybe you saw an article about them…… assure them that you know what they do, how they do it, that you have an appreciation for their corporate culture and know why their company is of particular interest to you.

Fail to plan, and you plan to fail.

Although it should be a given, make sure you know your CV inside and out as most of the questions will be tailored towards your experience. You should prepare answers to questions about your personal strengths and weaknesses, as well as being able to explain why you would be the best person for the job. Refer to the job spec and match your experience and skills to it.

Practice competency based questions. Give an example of when you’ve led a team? Give an example of when you’ve overcome a problem at work?

Use the CAR Approach.

  • Context: Describe the situation and the task you were faced with, when, where, with whom?
  • Action: How? What action did YOU take? Sometimes people focus on what the group did without mentioning their individual contribution.
  • Result: What results did you achieve/conclusions did you reach/what did you learn from the experience?

Be expressive. Expand on your answers. Answer the question and reassure the interviewer of your competence by expanding on your answer. Short answers are frustrating for an interviewer, they want to listen, they do not want to drag answers out of you.

 

Always dress to impress. Dressing one level above the job you’re applying for shows a desire to succeed. Appearances shouldn’t matter, but the plain fact is that you are often judged before you’ve even uttered a word. Make sure to wear something you are comfortable and confident in.

 

Although it’s easy to say but try not to be too nervous as you want the interviewer to get to know the real you. Good preparation is the key to staying in control. Make sure to know where you are going for interview and to do a dry run the day before. Allow extra time for traffic delay etc. Remember to speak clearly, smile and remember that your interviewers are just normal people, and they may be nervous too!

 

Towards the end of the interview you will be asked if you have any questions. Make sure to prepare a minimum of 5 questions as its shows the interviewer that you have an interest in the role and the company. It’s always a good idea to ask about the next steps in the process also and when you expect to hear from them.

 

When the interview is finished and you are back to your car, take out a notepad and pen, and write down as much as you can about your thoughts on the interview and what you could have answered better while it is fresh in your head. This will help you with preparation for the next rounds.

 

Good Luck!!

 

Composing a great CV

“You never get a second chance to make a first impression” and for most of us, our CV is the first point of contact with any prospective employer and it’s essential you get it right.

Firstly you’ll need to find a suitable template; there are many different versions available on the internet to download. The most important requirement with any template is that it has an attractive layout which is easy to read. Unless you are applying for a creative role, such as a graphic designer, steer clear of templates that are over designed, this can act as a distraction.

There is no hard and fast rule as to the best running order of your CV, but in general it should read as follows:

Personal details

Career Objective / Personal Profile

Education and qualifications

Employment history / experience

Interests and activities

Referees

 

Here are some of the essential elements that will help you compose a great CV.

  1. Make sure your name address and contact details are very clear at the top of the page. Also include your LinkedIn profile as a hyperlink in this area for CV’s that you submit via email.
  2. Try to keep your CV to a length of two pages. This can be difficult, but proves to be an excellent exercise in keeping to the point, which leads on to…..
  3. Where appropriate include hyperlinks to previous employers websites, to online portfolios of you work (Such as dropbox) this creates instant interest and interactivity
  4. Use clear, concise business-like language and never use two words if one will do!
  5. Spelling or grammar errors are sure to put your CV to the back of the pile, don’t just rely on spell-check, there are common spelling errors that your spell check might not pick up on, such as “there” or “their”
  6. Bullet points are often better than long meandering sentences, generally the first person to read your CV has lots to read through, they’ll appreciate this format
  7. Remember to list your most recent work experience first, with your earliest job last
  8. As much as possible, use positive and enthusiastic language, this will help to keep the readers attention engaged

Follow these guidelines and your CV will be a pleasure for any prospective employer to read.

‘Your career is our business’

Candidate care in a recruitment process can be likened to inviting 100 people to a party at your house and leaving 95 outside in the rain.  We don’t do big parties!

Recruitment is more complex than ever these days.  It is critical that you work with a firm that can help you manage your career throughout your life.  We don’t just fill jobs, we place people.

Most of our consultants are qualified business coaches, they have a genuine curiosity about people, their motivations, aspirations and dreams.  Many of our candidates have dealt with us on multiple occasions throughout their careers.  We strongly believe that we are career coaches, for life.

We work with many of Ireland’s leading brands across all industries.

In many instances we have an open brief to ‘Find and introduce talent’ at a medium to senior level with our clients.

‘Choose a job you love, and you will never have to work a day in your life’  Confucius

Check out our sister site, mysalary.ie – It’s Free, Anonymous and Real-time.

Speaking the Language of Marketing

As his company approaches a quarter century of successfully placing marketing professionals, The People Group managing director Colm Buckley acknowledges that recruiters as well as candidates need to continually update their skills, writes Paul Golden.

‘Trust, integrity and a specialist focus on marketing and sales are all vital to maintaining our brand and reputation. We have a genuine interest in people finding the right roles and companies in which to develop their careers. Our relationships with blue chip multinational organisations, as well as indigenous companies, are based on successfully filling roles with high calibre talent,” says Colm Buckley, managing director of The People Group.

According to Buckley, all the consultants who work at The People Group have a marketing qualification and have worked successfully within industry at various levels of management prior to joining the company. But while he believes it is important for them to understand marketing as a discipline, Buckley also recognises that the industry is continually changing.

“A good recruiter has the ability to work closely with their client, listen to their needs and help them identify what it is they require. In many instances a client may not have fully worked through the balance between what they want and what they actually need. Our people can give them advice on their competitors, how departments are structured and what has worked in the past as well as – critically – what hasn’t.

“We have been asked by clients to provide impartial feedback on talent gaps in conjunction with reviewing the strategic marketing plan for the company or business area. While technology has helped enormously in the recruitment efforts of client companies, the craft of good recruitment remains.

“Identifying top talent that clients cannot find themselves and bringing them to the table is a service that all of our people provide on a consistent basis. Our brand and reputation allows us to access unique candidates who, in many instances, are not actively looking for a move. In many instances we receive referrals from candidate