Sales Hiring Blog

How is your sales leader managing to generate leads and motivate your team?

I sold management-consulting services for a company that went from 19 employees in 1990 to 2000 in 2003. Their sales are now over 180 Million and EVERY DAY they have a sales incentive. Yes, every day. It is faxed to 500 virtual reps motivated daily to knock down doors, make presentations to business owners and have energy to be convincing while stressing urgency.

This methodology was utilized to sell more today than yesterday, more this week than last, and more this month….you get the picture. You can boot your long-term plan if you continuously sell more each month and year. It’s very much about the “short term”.

Two years in a row, the company was recognized as the top ten fastest companies in America.

They often added an incentive of $100.00 for a day with two first-call closes or a $300.00 drawing and drew names from a hat for everyone who made a sale that day.

Within this process, I was able to sell 18 consulting engagements in one week. The outbound telemarketing operation set up three leads daily for outside reps that made presentations to business owners. The sales representatives also set their own appointments but most relied on those furnished by the company.

Now, we know most sales cycles are longer than one-call close opportunities. So, in your enterprise, has the sales leader identified what key activities convert to a sale? Maybe a 30-day software trial? You can base an incentive on number of trials in a week, month or quarter. If the quarterly goal is 4 trials, then establish a team incentive of everyone who sells over 4 qualifies.

The point is this. Daily, weekly and monthly motivation is a key to making numbers. If sales people aren’t being led by incentives there’s a good chance they aren’t making goal.

Because of the need for new sales, great companies create an environment of virtually unlimited opportunity for sales people. Companies that do not recognize this are never market leaders and opportunities within their organizations are normally limited. In every business, including ours, new clients are critical and if we don’t add new clients we will stagnate and die.

Effective sales managers also post sales results for all to see. This methodology of sales motivation is one of the most productive I’ve experienced. While selling office equipment, I couldn’t wait for weekly numbers to be on the sales office wall as it motivated me beyond belief. Previously sales people were fabricating their results and posting eliminated that.

The McCandlish Group understands sales leadership and can direct you to 3-5 viable leaders within a couple weeks!
GOOD SELLING!

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Does your interviewing process include a sales presentation from the candidate?
More and more of our clients ask sales candidates to present their past product or service before making them an offer. The setting normally includes final decision-makers.

Many presentations are not completed once it’s obvious the candidate is proficient at interactive communication and speaking in front of a group.

Except for VP level candidates, we enjoy this approach as an interview methodology. We most often submit effective communicators to clients and enjoy looking good when the candidate performs well.

Here are some ideas to consider.

1. Although many companies set the guidelines for the role play, others do not, leaving candidates without an appropriate or agreed upon starting point. This is confusing and leads to frustration and no offer.

2. Most candidates present a service they’ve sold in the past. Occasionally, in an effort to stand out, a candidate will attempt to present the potential client’s services. In 12 years in recruiting, I don’t remember a case where this strategy has ever worked out.

3. Smart and prepared presenters will have a scripted performance approach. I like a “Semi-STRUCTURED PRESENTATION” which will often begin by clarifying how the meeting was set up, whether the company responded to a cold call, internet solicitation, referral or client inquiry. The process should include the candidate’s consultative questions for some semblance of reality. This discovery process is often shortened as interviewers will provide sufficient detail to move on.

A. Candidates should provide clear, enthusiastic speaking starting with creating or re-confirming the need and gaining agreement before moving forward.
B. Once need is established, the presentation should guide the audience through benefits of acquiring the service. Keeping it interactive is often challenging for beginners but pros are normally fine.
C. Power Point is often utilized and acceptable.
D. I like a white board approach and writing key elements as you’re speaking to the group with interaction… Asking questions, letting them buy rather than “selling”.

To review top candidates for your firm, call me and I’ll send over effective presenters to interview.

GOOD SELLING!

Filed under: General by Mike McCandlish
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Do sales people write great resumes?
Clearly, not always.
Many of the top sales people we know are a little on the impatient side and don’t always provide details of what they’ve sold, who they sold it to and for how much. This basic information is replaced with sales activities performed at their previous employers, percentage of quota achieved and how many times they were sales person of the month.
I seldom read a sales resume that says the candidate was a mediocre performer and somewhere in the middle of the pack performance wise. Funny, huh?
For whatever reason, they feel a face to face interview will uncover their awesome communication skills. When given an opportunity to interview, they’ll stand out, they announce. Granted, sales people are communicators and that’s why they chose a sales career. I’d like to have a dollar for every sales candidate we interview that says “Just get me in front of the hiring manager and I’ll get an offer!”
Recruiters can normally tell if someone else has written their resume and we often ask. The companies who write them use a couple similar boilerplate styles. That is essentially why we obtain Interview Notes with writing sample from sales candidates for our clients. Can you imagine hiring a salesperson based on a great resume and communication later to find they don’t write well? It’s a very embarrassing situation for hiring managers and HR.
Our methodology is to call the candidate for further details. I encourage our team to use the phone, and call the candidate as we obtain more information faster than reading and the discussion may generate referrals for our clients as well. This truly doesn’t take much longer than STUDYING the resume and you hear their phone skills to evaluate energy, professionalism and motivation for the opportunity.
Exceptions to this stigma are VP and Director level candidates who know the importance of getting in the door with a detailed resume. Those candidates always respond faster to our inquiries to form relationships for long term career advisory assistance and gain understanding of the job opening.
By the way, our customized interview notes separate us from many contingency firms who flip resumes with little interview time or evaluation. The writing sample lengthens our process some, although IT TAKES LONGER it is beneficial. Clients get to see why candidates changed jobs, salary history and why the candidate is a match for their company.
GOOD SELLING and GOOD LUCK in 2012!

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What do you consider “bad mouthing” a former employer and is it ever appropriate in an interview?
In our daily interviews, we see this scenario often.
The candidate says “I left the company because of their micro management philosophy. I couldn’t make a move that they didn’t scrutinize from changing my flight schedule to better accommodating my business travel to the way I organized my desk.”
Another candidate says, “My manager was unqualified and it was challenging working for someone not as smart as I am.”
Or, “I left the company because the manager was always negative, not supportive and unethical. The company was ok to work for but I was trapped in my division and couldn’t move up anyway, so I left because I just couldn’t be around the manager any longer.”
Actually, from working with Fortune 500 and start-ups to mid-sized companies, we know that sales candidates often can complain about everything. That could be from the factory not able to produce products for order fulfillment to managers and principles with unrealistic expectations and goals.
Therefore, since we all know the complaints are possibly real, why are we so critical when a candidate speaks the truth? Is it because many of us also manage in our day and don’t like criticism ourselves? Or is it because it just doesn’t sound good?
I’ve found an acceptable answer is “the culture wasn’t a match for me”. I’m looking for a more challenging environment personally.”
But, if asked what they didn’t like about their last employment experience, candidates try to find the right words that won’t offend the hiring manager who interprets it as “bad mouthing.”
We need to know what the candidate didn’t like about their last role to avoid a bad match for your opportunity. The sales person should absolutely discuss what they didn’t like about their previous situation. If your environment is similar to their last, then you should pass or you’ll be replacing them. Want good questions to ask? Just request a complimentary copy of the Sales Hiring Handbook and I’ll forward an eBook version one today.
NEED SALES TALENT BEFORE JANUARY 1, 2012? LET US GET STARTED NOW!
Most clients are requesting finalizing before December 15th as not much happens in our industry after that. That gives us 2 weeks to identify, interview and gain accepted offers.
Good Selling!

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Whenever I shop for anything including clothes, services, or technology, I mentally evaluate the sales person’s presentation and selling skills. I guess I’m always prospecting for talent for our clients.
While buying some jeans last week, I was approached by a very young, energetic sales guy at Nordstrom’s. He was new to the job. How did I know? It was evident that he was trying to MAKE A SALE instead of gaining a new, repeat client.
After I told the NEWBIE I was shopping for jeans, while I was in the dressing room trying them on, he kept bringing me jackets and shirts to try on. I wasn’t there to buy a jacket or shirt and I told him so. I did buy jeans that I thought were just ok and as I was leaving, I noticed other jeans that I would have purchased had he presented them to me. I could have gone back and exchanged them but I was out of time.
Now, that salesperson could have gained a client if he had just listened to me. Instead, I’ll be looking for a different salesperson on my next visit to Nordstrom’s.
Too often salespeople aren’t listening as you tell them how to sell you. It’s why they call it consultative. If they listened and had a solution, or could customize one, they would earn a sale.
Do your sales people listen? If not, call us. We provide listeners who can close.
Seriously, companies don’t normally want salespeople who drive business to their competitors. If your sales team member isn’t making goal, they are also driving business to someone else.
Most hiring managers aren’t happy when they dismiss a salesperson. I was taught that when you cut from the bottom, the rest of the team takes notice and the office atmosphere gains motivation. Normally that comes from fear of being NEXT, or confidence that they’re working for a company that respects their own work ethic and goal achievement.
It doesn’t make any salesperson hitting their goal proud to work for a company that accepts underachievement in the sales ranks.
Achievers don’t enjoy working with underachievers. When I ask someone to leave my company I feel I am partially helping them find their next opportunity. The idea is they find work they enjoy so they will be more productive. If you consider they probably aren’t happy if they are not making goal anyway, the task gets easier.
Also, the remaining team seems to get re-energized when someone leaves the sales team for not making their sales numbers.
Cutting from the bottom is a strategy that assertive sales managers utilize at large, sales-driven companies for improved performance.
Good selling!

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And…who says that COLD CALLING is DEAD?
It is Frank Rambauskas, www.frankrumbauskas.com and yes, I bought his book. I was incredibly concerned from the title of his book that an activity I’ve done for 35 years is out of date and no longer viable to obtain new business.
Since he shares his opinion openly, I am offering a little different perspective.
Frank implies that unless you’re on all the social networks, sending out email newsletters, writing blogs, paying per click and “tweeting” …that your business is doomed.
At The McCandlish Group we’re still here cold calling and it works for us. (With the support from email newsletters and job postings on LinkedIn).
In over a couple years of updating Twitter and Facebook, we have yet to gain a new client from anywhere but our Newsletter, Google Adwords and cold calling. We’ve spent hundreds of hours online as sales or marketing consultants keep sending us notices to learn the new social media (by paying them of course) and become knowledgeable in updated and modern techniques that will generate cash flow.
There seems to be a plethora of “services to buy” that will generate more and better candidates that will perform to higher expectations than your present or past candidates. How did we ever get by in the past?
Let me ask the new breed of social media sales people what their sales presentation is based on? FACTS? I’d enjoy seeing them.
The book states “Cold calling destroys your status as a business equal”. My thinking is I appreciate a professional sales person making me aware of new or improved services by calling me to earn my business. Sometimes when I’m heads down and working in my business, I don’t take time to work ON my business. Thus, a fresh reminder from someone who reminds me of new ideas is appreciated.
Frank also says, “Persistence” is not the answer! Sorry, I disagree. Sometimes I remind prospects we’re out here 3-4 times before they ask us to assist in their search. Talking with prospective clients also let me know if our services stay competitive or not.
He teaches How to maintain power and control in sales appointments. Yes, I feel it’s a better dynamic if prospects call us, the power of attraction works IF the phone is ringing. When it isn’t, we cold-call, and it has always worked for us to some degree when advertising or other methods fail.
He also says, “There’s a major difference between sales failures and sales superstars.” I say it’s working longer hours and prospecting with a variety of methodologies including cold calling as a supplement. And yes, talent is the variable.
I was surprised reading, “Sales is not a numbers game.” The author states “sales people get tired of cold calling”…I haven’t tired of it in 35 years because I need to pay bills. I may be tired of politics in the US and paying taxes, but cold calling keeps my selling skills sharp and I still open new business each month by introducing our service to 200 new prospects. It is an ADDITIONAL prospecting approach to some social media choices if you wish.
Frank gives us Strategies to quickly increase your sales and get undecided prospects to buy right now. Again, our main success has been from email newsletters.
He communicates “Dozens of strategies you can use to generate hot leads without cold calling!” Most include large budgets to make happen. Cold calling remains low cost.
In summary, cold calling has always worked for us; it actually has been the ONLY method that has worked when all else failed.
Google Adwords brings occasional business but I keep feeding the meter and it’s spotty. Then there’s LinkedIn and although time-consuming to work, a major benefit are the contact names to start our search. I feel BOTH are a necessity at this point.
As a result, I want to stand up for all the sales pros that still make a living by cold calling. We know them as HUNTERS.
COLD CALLING IS NOT DEAD. IT’S STILL THERE FOR THE BOLD ONES.
Show me a sales person who doesn’t cold call and most often, I’ll show you an ACCOUNT MANAGER!
Thanks for the book and your perspective, Mr. Rambauskas, and good selling as well.

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June Sales Hiring Update…
THE MARKET
Candidates are finally calling us back after a few rough few weeks in June. Vacations take candidates out of the market as well as hiring managers. As a result, search processes are slowed. Submittals doubled this past week and it’s good to see. Other firms are sharing the same information.
ALSO, we see that roughly 25% of American homeowners are underwater with their mortgages due to the housing bubble. Because of this, many excellent candidates who are willing to move for a new job or relocate to a more active hiring market can’t make the move because they are unable to sell their homes.
Adding to this problem is the fact that with tight budgets, many companies can’t pay relocation costs or buy people out of their homes. We overcome the challenge of an immobile talent pool is to focus our efforts and resources on finding local candidates who don’t require relocation.
How important is having a sense of humor for a sales candidate?
We think this quality is often part of the “IT” factor clients keep asking for. That confident sales person who is always upbeat, motivated and ready to laugh is always marketable to us. Clients want to buy from that person.
Those who are always ready for a joke or a laugh to keep the air less stressful normally possess confidence and charisma. Most of us enjoy working with those who keep it light and upbeat rather than drama-filled and serious.
WHO doesn’t like someone who is funny?
Now there’s not much to laugh about when the sales team isn’t making goal, certainly if you’re their manager and they aren’t taking the job seriously. However, a good sense of humor sets someone apart from others.
When we interview candidates who visit our offices and they interject some humor, we almost always comment on their ease of communication.
Although it’s usually challenging for a candidate to show humor during the first interview, the ones that do stand out from the rest. Funny people seem well-liked and not intimidating. Those who smile and laugh easily are fun to be around.
The dead panned, product sales type who brings you new updates and technical updates is fine. The one who makes you laugh and is always keeping things light and creates some bonding as people want to communicate with that person.

Filed under: General by Mike McCandlish
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What does a trusted advisor do?

This is an overused phrase that sales people believe is intended to bond them with their clients. The theory seems to be clients come to you for advice around services you sell although some of your ancillary services are not appropriate to charge for. For example, we source sales people for corporate America but when the client’s interview process is cumbersome, we often advise. This assists clients to streamline process and yes we benefit because an improved process will generate placements. But, we don’t charge consulting fees for the service.

Your relationship often positions you to sell professional services, or at least in a good position to cross sell additional services. Tread lightly. Building trust can only be done by demonstrating and proving trustworthiness over time. The client must come to believe that you understand them, you have their best interests at heart, and you will deal with them honestly about what you can and cannot do, and taking a long term perspective rather than seeing them as a short-term sales prospect.

First you must “earn your spurs” and earn the basic right to be listened to by your clients. Do this by demonstrating competence in the areas for which you have been hired. Until you have done this, attempts to advise on wider areas will fall on deaf ears – demonstrate your capabilities first.

Sometimes professionals stop at providing their technical expertise and moving on, truly missing the opportunity for a deeper relationship. Over time, this causes the perception of them as merely a technical specialist. Someone relied on to deal with specific topics but not a trusted advisor.
Each interaction with clients is an opportunity to continuously improve the relationship with candor and concern.

Couple questions:

Do you provide unbiased opinions even though it may cost you some commissions?
What if their situation directed them to someone in your own industry?
Also, do you share harsh news they will have to spend some money?
What I‘ve found is it’s better to “give it to them straight” and your value as an advisor rises. Otherwise, you‘re just selling for personal benefit.
We often pass on potential business for our firm to better serve clients, and I know it’s appreciated.

GOOD SELLING!

Filed under: General by Mike McCandlish
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Winding it down for 2010…looking forward to 2011

Sending clients and candidates a Happy Holidays wish.

Before we discuss sales hiring I wanted to share a motivational video on a great website at www.ted.com .  Steve Jobs video on “How to live before you die” is exceptional and motivating. It’s his speech at the Stanford University Commencement ceremonies and well worth the view.

We’re winding down the year while finalizing Sales Executive and VP of Sales searches in select markets.  The McCandlish Group team appreciates our special clients who allow us to provide services in support of their sales efforts.

Big News…          Biggest increase in Private Sector jobs Since November 2007!  Click this link to read the story.

http://www.newsdaily.com/stories/eap102100-us-usa-economy-employment-adp/

Are you challenged managing sales stars?

We could devote a chapter to managing stars? First, forget the antiquated business concept of “We’re the boss and you must go sell, that’s your job.”  That mentality doesn’t work well with stars. It will with “robots” that do everything you ask because it’s their job, but not the stars. The stars go elsewhere because they can. Developing Sales Stars would be a good book.

Look what Phil Jackson of the Los Angeles Lakers has done with his stars. He doesn’t seem to lose them to other teams because he creates challenges for them to do more than they thought possible. A good personal friend of mine from High School, Jim Cleamons, has been his assistant coach for many years and he says Phil is always teaching something new and continues to develop people both as a team and one on one.

If you consistently lose your stars you better have an endless supply of new talent or a great training program. Good luck. It’s hard to grow if you’re losing key talent to competitors or creating competitors by limiting the sales team’s growth because they don’t continue to fit your business model. Update it, be open to changing and improving it, and grow.

For all of you in need of improved sales numbers in 2011, it’s time to start that search TODAY!!!

                   THANKS AGAIN FOR YOUR BUSINESS IN 2010 AND HAVE A GREAT 2011!

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Hello all,

Today I’m offering a complimentary eBook version of The Sales Hiring Handbook. It’s a 113 page guide to improved sales hiring.

While researching interview questions for the book, I drew from numerous resources for motivation based questions for first, second and sales manager interviews. There are many sales candidates who can sell your product or services, but the candidates that are motivated by your opportunity are most desirable.

Additional chapters cover ideas for the following topics:

1. Introduction

2. About Motivation

3. Are you a sales company?

4. The phone interview

5. First Interview questions

6. The second interview

7. Interview questions for sales managers

8. References

9. Issues of age

10. Miscellaneous issues- lie on the resume? Too many moves?

 11. Define thy opening

12. Internet postings

13. Sales positions-definitions

14. Negotiating comp plans

15. Working with recruiters

16. Independent reps or sales employee

17. Accepting candidates from other industries-does it work?

18. Candidates from outplacement firms

19. Why consulting as part of recruiting?

20. Our value add for clients

21. Making an offer

22. Sales directors as consultants

23. Successful search stories and solutions

24. Compensation

25. Gold Nuggets

Just respond to my email offer and I’ll send over 2 attachments including the cover/directory and all chapters. Best of luck!

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We just received an “attaboy” type feedback from a client we’d like to share.

Paul Gardner, HR manager at Transonic Systems, is a long standing client we’ve worked with at two different companies. In the last 5 years, we’ve placed over 30 employees together.

In one environment, Paul asked us to literally change the cultural hiring from engineering minded sales people to hunters. We then hired over 20 new sales executives over a 2 year period and during that time we lost none to attrition or non-performance.

Currently the HR Manager at Transonic Systems in Ithaca, NY, Paul said this.

“Thanks for your diligence in providing appropriate sales talent for our organization. Process is critical as we often relocate candidates from all over the country. You’ve consistently found the talent match and cultural fit as well and I appreciate your work.”

We feel one of our strengths is long term relationships. We have recruited for many top firms for years because we stay motivated to complete each search given to us with urgency. Our recruiting team works on straight commission and stays focused to finalize.

MARKET UPDATE

SO, is anyone else figuring out that the market isn’t full of awesome quota busters just waiting to join your company and hit home runs?

Although expectations are that AWESOME sales candidates are available everywhere, we’re still getting 97% non-matches for our postings and many nervous potential candidates that are leery of leaving what they have. They would easily change jobs in a “normal” economy.

More offer rejections have also hit the board.

Also companies are taking longer to make decisions than ever because they just can’t believe a better candidate isn’t available if they wait to pull the trigger and hire …

On a positive note, job postings are up.

AND, we’re doing more HEADHUNTING. One can make themselves dizzy over all the online opportunities out there to source candidates. Oh sure, we utilize them all as we want every technological advantage although, for the really challenging searches, we are adding recruiters who enjoy making those calls the old fashioned way…it still works.

It seems companies are training less and want someone to hit the ground running, as that’s our consistent top requirement for all searches.

Please check out our updated website for my blog on sales hiring issues at www.saleshiringblog.com.

Here’s to a great and productive last quarter!

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5 Reasons…

why sales hiring is trickier than other roles in the enterprise.

1.     Candidate MOTIVATION must be evaluated and reviewed.

Since sales people hear NO all day long we’re always concerned they’ll lose motivation to sell our product or services. Since there are many individuals that CAN normally sell your service and product, WILL THEY?… is the first question. How do you know they’ll be motivated? Can you be sure?

2.     Proving Historic achievement is challenging for past goal attainment.

If the prospective new sales person is from your industry, you can often guess if the results they claim to have achieved are real or not. Does your interviewing team have the right questions to ask? Are they asking them?

3.     Good Sales people are prospectors and often have many choices.

Are your hiring manager’s effectively selling your opportunity? Are you hand holding to ensure they’re around for an offer? Are your company’s hiring mangers adept at sales management?

4.     Can the sales person adapt to your system?

Is your infrastructure and support system for sales teams developed? What was their previous support system like? Can the sales person thrive and grow in your environment?

5.     Does your compensation plan motivate the rep to achieve?

Was the previous employer a sales motivator? Does the candidate need one? Is Yours? Is there a competitive environment within the ranks? Are your commissions capped? Do you know what the competitor companies offer? Is your company competitive with your competition’s income earning potential?

For answers to all these questions…

                             CALL ME!

GOOD LUCK WITH YOUR SALES HIRING.

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Since we all know that engineers aren’t known for “selling aptitude” generally at least, manufacturing companies wanting more sales volume have challenging questions to strategize.

1.  How do we get our sales engineers to do more prospecting? (unlikely)

2. Can we teach them to at least up-sell? (also unlikely)

3. Must we change our engineering culture to hiring sales hunters and have an engineering support base so sales people can get technical questions answered and be available for new client introductions? (more likely)

4.  Is there an inexpensive way to get our technical experts, our existing sales engineers, in front of more qualified prospects daily to garner more market share? (very likely)

A couple years ago we took on a project for the number two Global compliance testing company to change their sales culture. Their existing engineers were not up-selling or opening new doors and the company wanted to improve annual sales.

With the assistance of an assigned internal recruiter who hired engineers for support, we identified, interviewed and facilitated 22 hires for the company. They replaced their engineer sales model with hunters and their numbers sky rocketed. This project was completed in 18 months and all sales people hired were still there after a two year stint. I realize this retention is hard to duplicate.

The project also required a VP of Sales change as the previous one was of the engineer mindset. The whole project was expensive but ended up paying for itself.

A methodology that is less expensive is hiring an inside sales person to set interviews for your existing sales team. This can be a home run type of asset if the process is directed by a Sales Director with experience creating new business in this manner. At worst case, one high activity sales person given direction and support from the Director can really pop your sales effort.

This could also cost you since there are many technical sales engineer types who still may not get it and need to be trained on “how to”. Again, the right Director can adjust to selling styles of those types and set appointments accordingly.

The “right” Director will be responsible for targeting key accounts, identifying the most profitable ones for your services based on company history, training, managing follow up and driving new appointments. This will lead to more sales. Every sales person appreciates new potential business and your retention of sales people will be higher when you furnish a lead resulting in new business. Everyone wins.

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Sales Hiring Update motivating sales story today…
Hello hiring managers. For the monthly update, I’d like to share a sales story that happened in our office last week.
We’re located in a commercial area for easy access and each recruiter works with the ability to close the door and converse privately.
Last Wednesday, someone came in to the lobby and was making unfamiliar noises that resonated through our entire office, startling everyone. There wasn’t anyone in the lobby to greet them, so this person started yelling loudly, making sounds like someone was trying to speak and couldn’t.
We all ran out of our offices and encountered a sales person cold calling to sell a sign language booklet. The paper she abruptly put up to my face displayed the deaf alphabet.
I’ve seen this before but it didn’t have the impact of her approach. My first instinct was to say “no thank you” and when I did she nodded ok and without hesitation kept walking out the door to the business across the street. No car, just walking door to door.
This sales process was as pure as it gets; prospecting for a client, smiling and happy to make a presentation…then moving on after our refusal. She was on her way to a yes answer and definitely understood it’s a numbers game. There was no hesitation in her approach and she seemed driven to get to her next prospect.
By the time I came to my senses, she had walked across the street and was briskly working her way through a retail shopping area, when I caught up with her. She recognized me, smiled briefly and again when I handed her a ten dollar bill. She smiled a thank you, putting the money away and kept walking. I visualized winning the lottery and handing her more, but not so today.
Being an emotional, Irish sales person myself, the whole event made me appreciate our ability to communicate to friends, candidates and clients. This sales person, with her obvious handicap was not letting it stop her from earning a living.
In a world where attitudes of entitlement run rampant, here’s to all the sales people who do the best with what they have!
Hopefully, your sales staff appreciates their abilities and uses them as confidently as our cold caller did.
To review past Sales Hiring Updates, go to www.saleshiringblog.com.
Next month’s update will include the top 5 reasons why sales hiring can be trickier than other positions within the enterprise.
“The McCandlish Group is the only retained recruiting firm that specializes in sales management hiring and is compensated only when you hire our candidate…at substantially less than other leading retained firms.”

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THE PHONE INTERVIEW
A quick scorecard system from The McCandlish Group.
Do you set your own phone interviews? If you do not, it’s a big mistake. You’ve taken away an opportunity to hear candidates ask for the appointment on an introductory call, something you’ll soon be asking them to do.

As a search firm specializing in sales hiring, we often suggest to client hiring managers and HR professionals that they call our submitted candidates without setting up an appointment. You can gauge their sense of urgency and enthusiasm or lack of same.

Sometimes the official setting up of an interview time removes spontaneity and thinking on their feet. Why not “surprise” them and see how they react. You’ll hear if they went to your website, researched your company, and how they adjust to your call. Often times we pick up candidate habits such as visiting happy hours or golf courses early in the day, all good information to know before a decision is made.

If the candidate doesn’t answer their phone, leave a message and see how often they check their messages. If they are communicators, it’s often, and they should call you back the same day or following morning.

The phone interviews take on new meaning when you smile to yourself and grading them on their approach. Get to know each other a bit without the visual. It’s effective.

Please do a phone interview whether they are in the same city or not. Remember the phone is for setting appointments and all salespeople need phone skills. It’s essential.

Other staff that should get involved early on the phone (saves travel, interview expenses) are technical people who have a say so, and the candidate’s direct report. Either of those interviewers can halt the process and save further time and resources if the candidate isn’t a match.

The first steps should be to qualify the candidate for compensation range, commute time, confirm job description match, review communication and set up next steps.

Keep this scorecard by the phone and keep track of their answers
Give them one point for each yes. If they get under 7 don’t see them.

Yes No

1. Are they enthusiastic about your opportunity?
2. Do they seem smooth and prepared to ask questions?
3. Would I let them schedule an appointment with me if I
was a prospect of my company?
4. Did I feel that they were sincere during the discussion?
5. Am I looking forward to meeting with them?
6. Did they close by asking for an interview?
7. Are they confident/comfortable with themselves?
8. Are they asking about opportunity at your company?
9. Do you have to repeat yourself?
10. Did they sound persuasive?
11. How did you feel when you put down the phone? Were
you smiling?
TOTAL

Remember 7 or under, goodbye.

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Super bowl coach with hiring lesson…

At a time in our economy where companies are scrutinizing each expenditure, a hiring example appeared as large as the SUPER BOWL itself.

Early this season, with budgets expended, Sean Peyton, the coach of the New Orleans Saints, met with upper management to strategize what changes were necessary for them to compete for the NFL championship.

They decided in order to be a contender,  an improved defense was needed to compliment their offense. They finished 23rd in the league defensively last year and needed help immediately. Their search generated a top flight coach with great credentials named Gregg Williams.
 
His skills landed him in the top 10 finishers 5 of 8 previous seasons so he appeared at the top of the Saints short list. After some negotiations the Saints offer was $250,000 short of Williams’ expectations.

This hire was so important to their organization, head coach Sean Payton told the Saints to take $250,000 out of his own salary and give it to Williams in 2009. Winning was that important to him.

Since this coach’s contribution was considerable you‘d have to say the coach could see what management couldn’t see at that time. How important was that hire? YOU DECIDE!

If you’re looking for a VP or Director of Sales, even a sales leader for your team, isn’t this an important hire?

Some VP of Sales can lead your team and earn their goal. Another VP may lead you into bankruptcy from poor decisions, although they interviewed great.
Others can destroy their goal, strategically identify and uncover new markets, mentor and develop sales staff and earn the company a huge year-end profit…oh yes and they need little direction.

Some sales executives may sell $500,000 in business for you this year and others may sell $1,000,000.

 OK, OK, you know where this is going…call us for motivated sales talent. After ten years in business, our database includes known performers…Does it make sense to guess?

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Hello all,
Today I’m offering a complimentary eBook version of The Sales Hiring Handbook. It’s a 113 page guide to improved sales hiring.

While researching interview questions for the book, I drew from numerous resources for motivation based questions for first, second and sales manager interviews. There are many sales candidates who can sell your product or services, but the candidates that are motivated by your opportunity are most desirable.

Additional chapters cover ideas for the following topics:
1. Introduction
2. About Motivation
3. Are you a sales company?
4. The phone interview
5. First Interview questions
6. The second interview
7. Interview questions for sales managers
8. References
9. Issues of age
10. Miscellaneous issues- lie on the resume? Too many moves?
11. Define thy opening
12. Internet postings
13. Sales positions-definitions
14. Negotiating comp plans
15. Working with recruiters
16. Independent reps or sales employee
17. Accepting candidates from other industries-does it work?
18. Candidates from outplacement firms
19. Why consulting as part of recruiting?
20. Our value add for clients
21. Making an offer
22. Sales directors as consultants
23. Successful search stories and solutions
24. Compensation
25. Gold Nuggets

Just respond to my email offer and I’ll send over 2 attachments including the cover/directory and all chapters. Best of luck!

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THE RECRUITER’S VALUE ADD

Hello to all.
The market has produced 11000 more job postings this month than last month one leading website as this same time last month. Good news for recruiters, I’d say.
Since we’re headed back to longer hours (and occasional paychecks), I want to remind you of a key VALUE ADD that separates us from THE REST who call you on a regular basis.
Our interview notes continue to get us recognized over other recruiters in the U.S. They provide critical information which gives HR professionals and hiring manager’s key insight to how the candidate takes direction. The notes also indicate motivation for the position and writing abilities, which are necessary in all sales positions.

Also, when the candidate takes too long to return answers or hesitates at our request for details, we eliminate them immediately. We may interview 25 candidates with viable skill sets, but submit only one to you. The interview note methodology alone separates us from competitors who chat briefly with a candidate, submit them for you to read and THINK through all aspects of the search while the phone is ringing, candidates are flooding your browser with resumes that aren’t close and employees want benefits information.

PLEASE CONSIDER, candidates would rather not provide writing samples, even the best ones. They’re time consuming to complete and the candidate knows they may not even get an interview. Also, recruiters who are new to our team try to circumvent the process by saying the candidate wouldn’t do the notes, so they write a few sentences about the candidate and submit them before I finally figure out it’s happening. FYI, To be a member of our network, all recruiters must provide full interview notes.

SO when I mention we provide retainer like services for contingency fees, this is one area that is I’m referring to. The Interview Notes take longer for us to deliver…but we continue to provide them as they make YOUR JOB EASIER AND HELPS YOU AVOID A BAD HIRE. In recruiting, INFORMATION IS KEY!

FYI for anyone who has followed the Jaclyn Murphy story of the young lacrosse player adopted by the Northwestern ladies lacrosse team, her incredible story is on HBO July 21 at 10:00 EDT (9:00 Central). (see the Jaclyn Murphy Foundation at www.mccandlishgroup.com. )

Enjoy your summer and let’s talk soon.

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TOP GRADING IN A CANDIDATE RICH ECONOMY
RECRUITERS of America would like to know…What is really happening with corporate hiring practices these days?
• Has all the fuss about our economy made companies re-think their hiring practices?
• How has the practice of Top Grading, or hiring only the best candidates available affected them thus far?
• Have they been shocked or pleasantly surprised at the lack of top grade talent responding to specific requirements of their postings?
• Or…is it rather similar to last year’s talent you’re choosing, after some anxiety and a longer than normal interviewing processes?
Some 3rd party search firms and hiring managers alike believed that in a slow economy companies who were downsizing would release viable candidates to be scooped up at discount prices. Sure, we’d have to deal with retention issues when the market came back, but many of these previously overpaid worked bees would stay…(wouldn’t they?)
WE could blame the media again, and we know they’re probably to blame for PART OF THE PROBLEM…But did they really did believe higher unemployment meant more qualified candidates?
Well, pardon my skepticism but it doesn’t seem to be happening. Companies who must downsize aren’t letting quota busters leave the barn…instead when a division is cut loose, the top producers are quickly taught a new product or service and transferred into different areas of their business. Non-producers are then let go after some review. 
The market isn’t producing a plethora of sales stars that magically disappeared from your competitors. Companies seem to be clearing the decks of non-producers.
However in some cases, companies who went completely out of business couldn’t protect their quota busters and in those situations, candidates are certainly in the market. Best of luck to all who are searching…
ADJUSTING TO CURRENT CONDITIONS
In our world, we have noticed market adjustments and creative offerings.
• Many recruiters are coming in late and leaving early to avoid longer interview processes and closer scrutinizing of candidates. The same candidates would’ve received offers last year, but this year are passed over in search of an undiscovered mythical superstar
• Informational newsletters are popping up everywhere.
• Many are back to cold calling although not much fee slashing.
• Established search firms are cutting back or holding fast, and re-evaluating current talent and positions.
• Our firm, for instance, has added contracting to the menu of services.  Lately, many clients have asked for a contract option on their placements. Now The Mccandlish Group will payroll the candidate for up to 12 months on our payroll while the client “test drives” the performance of the specific candidate.
Contracting can help with cash flow as it allows the organization to staff up for special projects and new untested markets while we take care of all payroll insurances and liabilities. In an uncertain economy this saves recruiting fees and uncertainty of whether the candidate will actually perform to their standards before the full commitment on either side.
Summary
Many high income earners who are changing jobs realize they’re starting over and must prove themselves for a new employer and generate a pipeline of business on their own. 
We qualify, qualify and re-qualify candidates who say it’s ok if they earn 30k less than last year. So, in that sense we have raised the bar of performance and established potentially higher future goals to achieve.
Good luck to all who can stay positive and get positioned for the near future!

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Is it time to re-evaluate for effectiveness?
Sometimes organizations can create obstacles that prevent highly motivated people from reaching their personal goals.  We are having discussions lately with clients who are reviewing their sales processes. They wonder if improved practices or procedures might generate greater sales opportunities for their team and, simultaneously, prevent turnover.

Are you guilty of any of the following?

-too many meetings
-redundant paperwork, reporting
-ineffective mid-level managers
-sporadic communication
-lack of consistent training

Innovation in sales process is a key to out-distancing your competitors to the top.
EXPERIENCING TURNOVER?

It’s perfect timing when someone says, “I’ve turned over some key people, what should I do?” The answer is to get an outside perspective from exiting employees and unbiased experts. Often one or two process flaws are uncovered that may need improvement and then you move on.
   
Create a successful sales environment so your sales team can thrive. Since turnover is costly, when it happens the reason should be analyzed and solutions presented to get you back to the business of selling.

Sure, new stars can be found and sometimes less expensively than recruiting them from your competitors. Why not  capture that moment of despair to evaluate your system?

Let’s get an understanding of why you’re turning over good people. Is it the management style of an existing manager? Is it a competitor who is taking them? Don’t you want to know?

Recently, in the middle of a Director of Sales search for a homebuilder, we found that another company had an interesting process. Adding one person to their team resulted in 25% more to their gross sales numbers. Equally of value, sales people within the system are thrilled to have this additional support person and the whole enterprise is moving forward exponentially.

This advisory service is offered by our firm because when it’s over, our clients are in a better place to grow sales. Of course, the names of clients and candidates are confidential and…

If your current sales and marketing efforts aren’t getting you what you want, does it make sense to get an outsider’s opinion?

In a FREE Process Consultation, we ask questions about sales procedures to help clients evaluate their sales results. Taking a proactive approach to process mapping and improvement will help you to compete better and thrive.

These assessments don’t always result in hiring more sales people. More often the result is just a change in methodology, compensation or tweaking the process. Process consulting can uncover slight flaws in the system and your ROI is profound.

Why, you ask, wouldn’t we keep earning fees by replacing sales people for those clients instead of fixing the problem?   Clients who can’t keep sales staff won’t survive. They need help to remain viable during their growth and with the right process in place the company should generate increasing and profitable sales.

Organizations often contact us for compensation and incentive ideas and feedback for a confirming opinion of their approach.

From selling in eight different industries including management consulting services, I’ve learned that no two companies are exactly alike. Companies in the same industry selling the same product or services to the same clients are all performing somewhat differently.

This was really fascinating to me when I discovered it.  Even franchisors will tell you their franchisees all do things a bit different. Although processes are documented by the Franchisor, many people won’t follow the script as written, and some fail because of their own ability to adjust.

This learning gave me insight and ability to provide sales consulting around process, compensation and talent. As a firm we routinely provide this service to assist in facilitating the search effort.

If you wish to brainstorm issues of compensation, sales process and motivation…call me for a complimentary consultation!

    Best of luck with your sales processes in 2009!

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