Many recruiting ads and job descriptions include "knockout factors" that can actually filter out candidates who meet the terms of sale. An example is the requirement that a candidate has a degree bachelor's degree, bachelor, or a degree in a specialized area of study such as Engineering. Another example is the requirement that candidates have a minimum number of sales recruiting ad experience.When my customers' and the job description includes the type of knockout factor, I'd have some fun with them. I said something like: (Name), I think that there are two candidates for your job opening sales.
One of them has both a bachelor's degree and five years of experience in sales listed as a minimum requirement in your recruiting ads. Other candidates did not have a college degree, and he only has two years of experience in sales. But, he relates dozens of C-level executives are good prospects for your company's products and services. He can easily book appointments within the first fifteen weeks on the job. Which candidate would you choose? As you can guess, my customers always choose the candidate relevant. That was when I had to deliver the bad news: (Name), unfortunately you can not see this candidate, because he is being filtered by a factor I you want to improve the overall quality of your candidate pool sales, shift the focus of education and experience and towards performance-based measures.
How do you measure the performance of salespeople during their thirty, sixty, ninety, and 180 days? What activities would you expect them to do? What results would you expect this activity to generate, and the time frame Here is an outline of the recruitment process that focuses on performance-based reasons: 1. Write Ad Performance-Based Recruiting: When you build your ad, consider the following questions:
What types of companies or organizations are good prospects for products and services of your company? Your ad should reveal a preference for candidates who have existing relationships with these types of companies and organizations.
Who are the most productive (office) for your sales force to call? Your ad should reveal a preference for candidates who have existing relationships with people who have that title, and / or proven ability to successfully prospect of people at the same level.
What specific production sales (such as pipe dollar volume, dollar volume of sales, etc.) that you expect to generate new selling during their first 90 days? It makes clear expectations with your recruiting ads! 2. Resume researching for Achievement: Smart seller know that selling results. When the prospect of salespeople, they talk to potential prospects about the results of their company will produce for customers. When they write a resume, they will write about the results they have produced and their other achievements (awards, recognition, etc.) 0.3. Perform Screening Phone Calls: For candidates with an interesting resume, schedule a 20-30 minute phone call screening. It will give you the opportunity to ask questions related to performance based on two key performance factors: candidate relations and their prospecting activities. Here is an example of a question call screening:
Who do you know that can be an opportunity for our company's products and services?
What is the relationship you have can be used for your appointment within the first few weeks on the job?
What activities you normally put in your prospecting plan?
What percentage of your time do you spend on each activity?
What are the results of this activity is done for you in the past?
How long does it take before you start making equal quotas at your current job?
4. Qualified Candidate Analysis: For candidates who pass the phone screen, collect objective information about their talent through specialized sales assessment tests. The most effective sales assessment test beyond personality and behavioral analysis and behavior characteristics such as level of education and talent candidates to ask in-depth questions and selecting important information from answers.5. Interviewing men: Now you're ready to do a thorough, performance-based interview. Why? Look at the information collected! For each candidate interview, you should have at your fingertips:
A resume that lists key achievements
Performance based on information collected during the screening phone calls
Objective information about important talent for sales successIf ask you a question based on performance and clearly outline your expectations for sales performance of new employees, you will attract fewer poor candidates , as some de-select themselves.
You also attract stronger candidates, because they could be screen by invalid "knockout factors". The end result will be a steady increase in the quality of your overall sales organization.Copyright 2005-2008 - Alan Rigg
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