If you want to select the right salesperson for your
next position, throw away the resume of the candidate and focus instead
on specific behaviors that demonstrate whether or not they can sell,
how they sell and why they sell in a specific way.
In many cases the current selection model for
salespeople is one or two dimensional, highly subjective and highly
suspect. In this format, selecting a salesperson is only as reliable as
an individual's ability to intuitively interpret the salesperson's
competency and connection with the company's environment.
In order to increase the overall effectiveness of
salespeople individually and sales teams collectively, the focus must
shift to a three dimensional model. This model drives the focus toward
the objective alignment of behaviors, intuitive sales fit and sales
competency while eliminating executive frustration connected with the
wrong people in sales positions, unnecessary costs, lost profitability,
stagnant sales and poorly defined turnover.
Subjective Selection
Criteria
The Resume: AKA Sales Competency -
Don't confuse
experience, background or work history with sales competency. The
resume represents what an individual wants to tell you about their
background and expertise over a given period of time. Resumes are
written by the people applying for the sales job and they fail to
provide any objective measure of sales competency. A lack of objective
assessment creates almost immediate dysfunction and distress when the
sales competency of the individual doesn't match that of the position.
Relying on a resume and the subjective assessment of sales competency
connected to experience and background is like being the only one to
vote for your own induction into the hall of fame.
A true measure of an individual's sales competency
doesn't come from a resume. It is best obtained when the position and
the person are objectively benchmarked, assessed and aligned with the
expectation and requirement of the specific sales position for which
they are being considered.
Intuitive Sales Fit: AKA Gut Feel - In his best selling book Blink, Malcom
Gladwell says that it takes 2 seconds to determine if you will like
someone once you meet them. Put simply, this is called "gut feel" and
while it should never be discounted and may be highly accurate, this
criterion for selection is strictly subjective. Gut feel along with
experience, background and work history (perceived sales competency) is
most often how salespeople make their way into companies.
The intuitive sense is driven by a candidate's
alignment with the character, chemistry and culture of the company. Ask
these questions to help refine the "gut feel" - How does the integrity
(character) of the person match-up with that of the company? Does the
person create a volatile mix or a good blend (chemistry) based on the
people and dynamic elements that exist within the organization? How
does the approach and temperament of the candidate fit with the known
style, approach and "feel" of the company (culture)?
Objective Selection
Criteria
Can They Sell, How They Sell and Why They Sell: AKA Objective
Assessment - Skill sets,
abilities, performance tendencies, sales behaviors and sales motivators
can all be measured objectively. Doing so provides valuable insights
and quantifiable detail that takes selection beyond perception. Knowing
a person's ability to create first impressions, ask the right
questions, probe for detailed information and close as an example all
contribute directly to shortened sales cycles, increased sales,
improved margins and enhanced profitability.
When it's time to make your next sales hire, remember
the importance of moving beyond subjective review and into the realm of
objective assessment and don't forget to throw away the
resume.
Contact Perpetual Development at 480-812-2200 to
discuss specific assessment resources available to assist in the
objective and effective selection of
salespeople.
