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Select Metrix
Newsletter |
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June,
2005 Vol. 1, Issue
6 |
Step 6 - Select and
Develop
The final step in our process brings all of the pieces
together in the Select and Develop stage. The previous step
expanded on the initial interview process and how to put
appropriate pressure on the final candidates. We also provided
techniques for drilling down on their responses to get to the
clear truth. At the conclusion of the initial interviews, the
top candidate usually emerges from the group. We recommend that
you bring the top candidate or two back in for a second
interview to explore the position requirements further and to
introduce them to other key personnel in the company.
Our assistance continues in the
selection phase. Securing the top candidate through the offer
is the apex of the process. By now you have seen that certain
style, motivation and reward structures respond differently to
similar situations. How you present the offer, how you word it,
what points you emphasize and even what words you choose all
have a profound impact on the recipient. We assist companies by wordsmithing their offer letters to provide specific formats and
words to engage the candidate in their preferred communication
style. More details about this approach can be found in this
month’s
Application in Action
article.
One note I would like to make here is that we always,
always, recommend that you run a background check on any
candidate you intend to hire. It is simple enough to add a line
in your offer letter stating acceptance based upon a successful
verification, background screening or any other appropriate
nomenclature. A candidate’s driving record, criminal record,
credit history and employment verification provide a clear view
into their past that is independent of their resume’s stated
history.
The last piece of this process is properly ramping a new
salesperson up to revenue. This part of the process requires
complete customization to your specific sales cycle. The
obvious measure of sales performance is profitable revenue
generation. Yet, many sales cycles take longer than the typical
90 day probationary period for a new hire. This fact requires a
launch period of measurable milestones that focus your new
salesperson on the proper, consistent behavior needed to be
successful.
Remember this graphic from step 1 – Profile the Sale?
The Connects to Close graphic becomes the backbone to
establish the goals and milestones for the new salesperson. The
Connects to Close ratio is based upon an existing, full-speed
salesperson making the calls. Your new salesperson will not be
as efficient as your existing sales team at identifying real
prospects vs. tire kickers. You will need to inflate the number
of connects initially as they learn the leverage your company
brings to the marketplace. They will also need to learn the
pace and procedures of your typical sale. That being said, the
new salesperson needs to be actively pursuing new prospects at
an aggressive rate. Whether it be through phone calls,
networking, ride-alongs, etc., they need to maintain an
accelerated pace knowing the Connects to Close ratio that will
lead to revenue.
The best advice we ever give a sales manager is to clearly
set specific goals with the new salesperson when they start at
your company. The salesperson must know what the expectations
are during the first 90, 180 and 365 days of their career at
your company. How many calls should they be making, what
training should they be mastering and what ponds should they be
fishing in are all measurable activities within the first 90
days. The worst mistake a manager can make is to bring in a new
salesperson and simply turn them loose in the market. Often
this approach leads to sales managers who are disappointed in
the lack of results from the salesperson. Conversely, the
salesperson is frustrated by not having clear objectives and
decisive direction to guide their activities.
The completion of our unique process
requires planning out your new salesperson’s ramp. Whether your
typical sales cycle is 18 days or 18 months, you need to lay out
the goals you want them to achieve and the milestones that will
indicate that they are on track to revenue. This month’s
Application in Action article
provides specific approaches to accelerating the ramp for your
new salesperson.
This article concludes our 6 step
process to hiring sales superstars. Following this process will
lead to hiring strong salespeople with the right skills and
talents for your unique sale. Having an objective, repeatable
process for hiring salespeople will begin to transform your
sales team from potential to production. If you would like
further information regarding the process, we would welcome the
opportunity to discuss it in more detail with you.
Click
here to go to our contact page.
Click here for the next article -
Ramp to Revenue |
