10 Steps to Hiring the Right Reps and Building an Unstoppable Sales Force
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$563,500 That’s the cost of a sales rep mis-hire.1 According a report by Dr. Brad Smart of Topgrading Inc., a firm that helps companies assess candidates for top positions, “Based on our studies, the average cost of a mis-hire can be six times base salary for a sales rep, 15 times base salary for a manager, and as much as 27 times base salary for an executive.” This Slideshare outlines the 10 steps you must follow to hire the right team. - - - - - - - - by Brandon Redlinger Brandon.Redlinger@gmail.com Twitter.com/Brandon_Lee_09 LinkedIn.com/in/BrandonRedlinger SlideShare.net/BrandonRedlinger
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10 Steps to Hiring the Right Reps and Building an Unstoppable Sales Force
- 1. 10 Steps to Hiring the Right Reps & Building an Unstoppable Sales Force www.PersistIQ.com
- 2. $563,500 That’s the cost of a sales rep mis-hire. Hiring the Right Person www.PersistIQ.com
- 3. Greatness in sales cannot and should not be measured by selling skills alone. Rather, what makes a sales rep successful is the relationship between the candidate and the company. It’s a two-way street. The Sales Hiring Myth www.PersistIQ.com
- 4. What’s the best way to do this? Have a consistent, well-thought-out hiring process. How to Hire www.PersistIQ.com
- 5. 1. Clearly Identify Your Needs for the Role 2. Determine Roles and Responsibilities for the Open Position 3. Write a Compelling Job Description 4. Source Top Candidates 5. Initial Phone Screen 10 Steps to Hiring the Right Reps www.PersistIQ.com
- 6. 1. Clearly Identify Your Needs for the Role 2. Determine Roles and Responsibilities for the Open Position 3. Write a Compelling Job Description 4. Source Top Candidates 5. Initial Phone Screen 6. Take-Home Sales Exercise 7. In-person and Mock Call 8. The Culture Interview 9. Conduct Your Reference Checks 10. Make the Offer or Thank the Candidate and Part Ways www.PersistIQ.com 10 Steps to Hiring the Right Reps
- 7. www.PersistIQ.com For a more in-depth look at hiring, visit the full and complete guide to hiring on the PersistIQ blog.
- 8. 1) Clearly Identify Your Needs for the Role www.PersistIQ.com
- 9. Assess your team’s abilities and identify what’s missing. What role, if filled, will have the largest impact on your team’s overall performance? If you don’t know exactly what you’re looking for, how will you know when you’ve found it? www.PersistIQ.com 1) Clearly Identify Your Needs for the Role
- 10. After you identify missing links in your team, examine what characteristics and personal attributes are important for your team. The performance indicators that we use to find the best sales reps are: • Drive and ambition • Coachability • Positivity and optimism • Empathy • Curiosity www.PersistIQ.com 1) Clearly Identify Your Needs for the Role
- 11. 2) Determine Roles & Responsibilities www.PersistIQ.com
- 12. A great way to do this is to identify the phase in the sales process the candidate owns, then describe the responsibilities for each phase. www.PersistIQ.com 2) Determine Roles & Responsibilities
- 13. Example for Sales Development Rep: • Lead generation • Lead qualification • Objection handling • Account strategy (more applicable for Account Based Sales Development) www.PersistIQ.com 2) Determine Roles & Responsibilities Example for Account Executive: • Account strategy • Objection handling • Needs development • Pricing Negotiation • Presentation/Demo • Account management
- 14. 3) Write a Compelling Job Description www.PersistIQ.com
- 15. How can you make your job listing stand out from all the other listings for sales roles? What matters most is why they should work for you. Inspire people! www.PersistIQ.com 3) Write a Compelling Job Description
- 16. Paint a picture of your company culture and make it about being part of something bigger. Hiring mistake: making the job posting about how much money they can make at your company. www.PersistIQ.com 3) Write a Compelling Job Description
- 17. “ Job descriptions should sell the job. If you can’t capture their attention and interest, who the hell cares about the fine print?” -Trish Bertuzzi, President at The Bridge Group www.PersistIQ.com
- 18. 4) Source Top Candidates www.PersistIQ.com
- 19. Just as sales reps are responsible for keeping their pipeline full with prospects, it’s your job as a sales leader to keep your hiring candidates pipeline full. Don’t wait to start the hiring process until you need someone – or it will be too late. It always takes more time and energy than you anticipate to find, hire, and ramp employees. www.PersistIQ.com 4) Source Top Candidates
- 20. Here are some of the best channels to source candidates: • Manually prospect on LinkedIn, AngelList and other professional social site for top talent. • Utilize staffing and recruiting firms. • Use your network. • Get employee referrals. Don’t rely on any one single source. Use 3+ to keep your funnel full! www.PersistIQ.com 4) Source Top Candidates
- 21. 5) Initial Phone Screen www.PersistIQ.com
- 22. The first step in the interview process is the phone screening. Limit these to 20-30 minutes. Make your decision to cut them or move to an in-person interview quickly. www.PersistIQ.com 5) Initial Phone Screen
- 23. Things to look/listen for: • Was the candidate on time? • Was the candidate well spoken, and did the candidate communicate clearly? • Was the candidate comfortable on the phone? • Was the candidate able to build a relationship, sell him/herself well and determine next steps? www.PersistIQ.com 5) Initial Phone Screen
- 24. 6) Take-Home Sales Exercise www.PersistIQ.com
- 25. The take-home test is intended to provide you with more data, not to be the tool to make the hire/no- hire decision. It will help you confirm performance indicator matches and mismatches. The mismatches reveal areas that need to be explored more in the in-person interview. www.PersistIQ.com 6) Take-Home Sales Exercise
- 26. Here is our full SDR candidate exercise (click to download): www.PersistIQ.com 6) Take-Home Sales Exercise
- 27. Here’s what you should be looking for: 1. Can the candidate follow instructions? 2. How much attention to detail does he/she have? 3. How much research did he/she do on the people, company and industry? 4. How proficient is the candidate with written communication skills? www.PersistIQ.com 6) Take-Home Sales Exercise
- 28. “The best predictor of how someone will perform in a job is a work sample test (29 percent).” -Laszlo Bock, Google’s VP of People Operations www.PersistIQ.com
- 29. 7) In-person and Mock Call www.PersistIQ.com
- 30. Hiring mangers are constantly on the hunt for the best questions. Here are some of our favorites: • Since you have decided to make a job change, what criteria are you using to select your next job? • What steps did you take to prepare for this interview today? • No one is perfect – what is one thing that you are working to improve? • How do you create value for your clients? • How do you stay up to speed on the news and trends in your industry? • What books have had the most impact on your sales career? www.PersistIQ.com 7) In-person Interview and Mock Call
- 31. • What do you do to continue and we develop your sales skills? • How do you research prospects and companies before calling them? • What do you feel it takes to be successful in sales? • How do you feel salespeople should be managed? • Rejection is a big part of sales-how do you handle it? It’s not enough to ask these questions one after another and go down the list until you’re done. For each answer, dig a little deeper with probing questions. The full list of 30+ questions here. www.PersistIQ.com 7) In-person Interview and Mock Call
- 32. The second part of the in-person interview is the mock call. For SDR/BDR candidates, we do a mock qualification call. For AE candidates, we do a mock demo call. 1. Give them all the background/info they need 2. Conduct a 5 minute mock call 3. Let them do a self-assessment, then give your feedback 4. Conduct another mock call (did they incorporate your feedback?) www.PersistIQ.com 7) In-person Interview and Mock Call
- 33. 8) The Culture Interview www.PersistIQ.com
- 34. Before you think about how to hire for cultural fit, you must define and understand your current company culture. Each new hire that you bring on should not only fit into your culture, but enhance it. www.PersistIQ.com 8) The Culture Interview
- 35. If you’re hiring for a more sales senior role, have at least one person junior, one person senior and one peer to that candidate. This will give you a chance to get multiple perspectives. Furthermore, it will help suss out people that are overly focused on politics. www.PersistIQ.com 8) The Culture Interview
- 36. Here’s a list of some good culture questions to ask: • What can you add to the team? • What gets you out of bed and excites you to start the day? • If you won the lottery, what would you do? • What one factor would you attribute to your success? • What do you like to do on the weekends and in your spare time? • How do you define success? • What does your ideal role look like? www.PersistIQ.com 8) The Culture Interview
- 37. “Your company doesn’t have a culture. It is a culture.” -Simon Sinek, Author, Speaker, Consultant “Start With Why” www.PersistIQ.com
- 38. 9) Conduct Your Reference Checks www.PersistIQ.com
- 39. When you’re calling the references, don’t expect someone to give you all the nitty-gritty, dirty details on their former employees. In fact, most people will be highly reticent of talking bad about them. Rather, a great question to ask is: “Given what you know about this person, in what type of sales environment would he/she thrive?” Another one is “ “What advice would you give to Jane’s new boss?” www.PersistIQ.com 9) Conduct Your Reference Checks
- 40. Here are a few baseline questions to ask: • What is your relationship to the candidate? • Can you confirm the candidate’s job title, dates of employment and work duties? • What sales activities was the candidate mainly responsible for? • Why did the candidate leave a position? • What do you think the candidate needs to really continue his or her career development and professional growth? • Is there anything else I should know about this candidate? www.PersistIQ.com 9) Conduct Your Reference Checks
- 41. 10) Make the Offer or Thank the Candidate and Part Ways www.PersistIQ.com
- 42. The final decision shouldn’t fall on any single person. It’s important to debrief with your team to get a wide variety of perspectives. This is where a hiring scorecard can come into play. www.PersistIQ.com 10) Make the Offer or Thank the Candidate and Part Ways
- 43. Here’s our full sales rep score card (click to download) www.PersistIQ.com 10) Make the Offer or Thank the Candidate and Part Ways
- 44. If your candidate passes, then make the offer! There should not be any new information in the offer. There is no downside to providing a candidate with a great interview experience. www.PersistIQ.com 10) Make the Offer or Thank the Candidate and Part Ways
- 45. If you decide not to move forward, it’s important to follow up in a timely manner. You don’t want to part ways with a bad taste in either party’s mouths. You never know what people will say on social media, and you never know who is listening. www.PersistIQ.com 10) Make the Offer or Thank the Candidate and Part Ways
- 46. “Great vision without great people is irrelevant.” -Jim Collins, Author of Good To Great www.PersistIQ.com
- 47. www.PersistIQ.com For a more in-depth look at hiring, visit the full and complete guide to hiring on the PersistIQ blog.
- 48. @PersistIQ PersistIQ #MeasuringSalesMetrics This presentation was brought to you by PersistIQ Our software empowers sales reps to easily create personalized outbound campaigns at scale. Move faster and sell smarter than ever before. Try PersistIQ for free at www.PersistIQ.com www.PersistIQ.com
Notes de l'éditeur
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S
- Obvious - but you improve what you measure Cost - too much data, tracking it, making sense of it, confusion among the team S