Why Performance-Based Recruiting Produces Top Sales Performers
Here is an outline for a recruiting process that focuses on performance-based factors:
- What kinds of companies or organizations are good prospects for your company's products and services? Your ad should state a preference for job candidates that have existing relationships with these kinds of companies and organizations.
- Who are the most productive people (job titles) for your salespeople to call on? Your ad should state a preference for candidates that have existing relationships with people that have these titles, and/or a proven ability to prospect successfully to people at similar levels.
- What specific sales production (such as pipeline dollar volume, sales dollar volume, etc.) do you expect your new salespeople to produce during their first 90 days? Make this expectation crystal clear in your recruiting ad!
- Who do you know that might be a prospect for our company's products and services?
- What relationships do you have that could be leveraged for appointments during your first few weeks on the job?
- What percentage of your time do you spend on each activity?
- What results have these activities produced for you in the past?
- How long did it take before you started making quota consistently in your current job?
- A resume that lists key accomplishments
- Performance-based information collected during a telephone screening call
- Objective information about talents critical to sales success
If you ask performance-based questions and clearly outline your expectations for new hire sales performance, you will attract fewer poor candidates, as some will de-select themselves. You will also attract more strong candidates, as they will no longer be screened out by invalid "knockout factors". The end result will be a steady improvement in the overall quality of your sales organization.
Copyright 2005 -- Alan Rigg