You probably know how important it is to get great sales talent into your organization. Exceptional sales leaders can transform an entire organization. They can fill your pipeline, improve your cash flow and revenue, and transform your entire company's culture.
In short, exceptional salespeople can make or break your company.
Unfortunately, identifying and hiring those sales leaders isn't always easy. Everyone puts on their best face in interviews, so it's often difficult to tell the pretenders from the real deal. Many applicants will also present resumes with superb sales stats and business development metrics. However, there's often no easy way to tell whether these metrics are accurate or inflated.
The only way to be confident that you're hiring the right people is to have a hiring process that you believe in. You then need to repeat that process every single time you bring someone on board. If you're worried that you're not bringing on the best talent, start by reviewing your process to see where you can improve. Here are three common traits of every good recruitment process:
1. You're Interview Process Mirrors Your Sales Process
Good sales people are always trying to close the deal, regardless of whether the deal in question is a sale or for a job. You can see how they perform by mirroring your interview process after your sales process. If you sell a complicated service that has a long lead and decision time, make your interview process the same to see how they handle the pressure. If your sales team gets objections on price, hit your candidates with questions about their desired salary. See if they're able to effectively communicate their value. That will give you a real-world view into their skills.
2. You're Using The Same Process with Every Candidate
A common mistake that many organizations make is to interview on the fly. That is, they're in such a rush to fill the position, that they use whoever is available to handle the interviews. One candidate may interview with an HR manager and then the VP of Sales. The next candidate may interview with another salesperson and then a sales manager. The problem with this is that no candidates are compared apples-to-apples.
You can remedy this by using astandardized processfor every candidate. Figure out who needs to be in the decision making process and what skills they need to see. Then design a process that solves those needs. It may lengthen your hiring schedule, but it will help you end up with better talent.
3. Information Is Exchanged In Both Directions
Many interview processes only have a one-way flow of information. That is, they consist mainly of the company asking the candidate questions. There may be perfunctory time for questions at the end of each interview, but there's not much chance for the candidate to really ask good, in-depth questions.
There are a couple of problems with that.
First, you may be losing the best candidates because they don't have all the information they need to feel comfortable accepting your offer. More importantly, though, you could be missing out on a great opportunity to learn more about the candidate.
People tend to let their guard down when they're the ones asking questions. You could glean some great information just from the types of questions that they ask. Try having areverse interviewsession where the candidate gets to ask you questions, instead of the other way around.
If you're not getting the best candidates, the problem lies in your interview process. Look at your process with a fresh eye and improve it to get better talent. You'll see the results in your business development and in your bottom line.
RDI Corporation was founded in 1978 and is headquartered in Blue Ash, Ohio. We provide precise business solutions through a fully integrated outsourcing model and our clients ranged from mid-sized corporations to distinguished Fortune 500 companies.