Sales Hiring Blog

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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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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Sourcing *SALES STARS* in today’s job market

So, to share what we’re frequently asked about the job market recently…if there’s 10% unemployment why can’t we find great sales talent immediately in our search?
I normally say “Welcome to our world!” It’s also taking us as long, or longer, to find talent than normal. You would think we could reduce time spent searching if we placed active candidates rather than passive, but not so. In three recent VP Sales searches we submitted 18 passive candidates and one active candidate to finalize those searches.
Also, we’re offering more candidates than usual to fulfill client requirements. Two years ago we averaged 4 candidates per search and last year was 6. That means 33% more candidates to interview and obviously longer hours to completion for our team.
Companies are not releasing their stars without a fight. Stars become available mostly in situations where companies go completely out of business or cut a whole department or unit. They’re often networked with other sales people at competitive firms so you don’t always know they’re in the market until they are gone.
It is our business to know who those stars are and how to find them.
Is 2010 the time to add some sales stars to your team? We have already doubled search inventory from this time last year with clients adding new VP Sales and Director level sales managers. If you’re considering a search, you may want to call us for timing projections for best results.
Here’s to good selling in 2010!

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In trying financial times such as these, I feel it’s appropriate to express thanks to past and present clients who’ve supported us for years We’re very appreciative of your business and the opportunity you’ve given us to provide services for your respective enterprises, both large and small. A very sincere THANKS goes out to you all.

Reporting business as we see it!

We are talking to everyone, so to speak and our ear is to the ground always so we can manage our resources effectively. We monitor current searches to ensure our clients are continuously staying in process so our communication reaches upper management. We ask…Are the economic issues hype or are they real? Is there a slow-down in production? Are receivables coming in as usual? Although the economic issues are absolutely real and many have cut back, we haven’t seen the full effect of a recession as it seems a need exists for stronger, more focused sales people at this time than ever before!

Frankly, new job orders are up and we’re working frantically to provide viable sales candidates to our clients. We’re also staying positive as work continues to come in and we’ve attracted some very upbeat individuals that have joined our team. If there’s ever been a time to hire for attitude, it’s now. Remember, Hire Attitude and Teach Skill.

Be careful of the selfish non-team player with an entitlement attitude that negotiates over every little issue rather than those who show appreciation for the opportunity. If they’re a pain when you hire them, it seldom gets better from there. Are they flexible? Are they accepting of your lead? Or…are they already needy?

KEEP SWINGIN!

In our Columbus, Ohio offices I keep some 18inch bats we ordered from Louisville Slugger. They’re a great promotional product and I asked them to imprint this saying…

If business is good, Keep swingin’

When business is bad, Swing harder!

Here’s to good luck in your businesses and for now SWING HARDER!

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