A disconnect exists between sales managers and recruiters that causes challenges for both. Together,
they can resolve this issue by creating their company’s Sales Talent Screening Program.
screening is one of the most difficult tasks that recruiters and managers face. Most will tell you that screening sales talent
is the toughest of all. Why? Sales people are trained in the art of persuasion. They know how to provide the desired responses
to the questions. Even more daunting is when you are interviewing sales people that worked for a competitor. These sales people
know the language and industry buzz words making it even more challenging to screen them. Fret not! It is possible to successfully
screen sales talent, but there is work to be done before you even look at a résumé.
most important step a company can take is to develop a sales talent screening program. This helps bring focus to the initiative.
The mission of this program is to provide data that allows for the measurement of the candidate pedigree versus the desired
profile. Think in terms of formulating a marriage, a sales marriage, that is.
program should be fully documented showing step-by-step the components of the screening program. It is best to define who
will be interviewing the candidates and their role in the interview process. It should define the tools that will be used
as well as their purpose. Below are seven key components of an effective sales talent screening program.
1. Ideal Sales Person Profile. It has always surprised me how many companies have fully
documented profiles of their ideal client. Yet, few have a profile of their ideal sales person. How can you screen when you
don’t know for what you are screening? Many of you have a clear picture in mind of the profile of your ideal mate. My
bet is most of your close friends can rattle off your profile in a heartbeat. The same principle applies to sales talent.
If you don’t know exactly what you are looking for, how will you find it?
profile should be fully detailed. Some of the areas to address in the profile are the experience you expect that candidate
to already have, the skills that the candidate should already possess, and the skills you are not willing to teach. Truth
is, this is an extensive topic about which I have dedicated another article. (Send
me an email and I’ll send you a link to that article.)
lack of a fully-defined profile of the ideal sales person is the most common cause of bad sales marriages. It is also the
major point of frustration between sales managers and recruiters. Recruiters often tell me that they feel they are throwing
darts while blindfolded because they have so little detail about the desired profile.
2. Always Be Recruiting. In sales, there is an old expression. “The toughest time
to make a sale is when you really need one.” The same holds true for recruiting. When a slot is open on the sales team,
it becomes an all hands on deck exercise to fill it. While the seat is open, revenue targets are in jeopardy. This leads many
to forget the profile of the ideal sales person profile in the interest of filling a seat. Playing this forward a bit, the
seat becomes vacant again a short time later when either side determines that it is not a good fit.
recruiting is a year-round exercise. The best sales forces are always on the look out for strong sales talent. Find a company
that identifies a strong candidate that meets their profile who wouldn’t find a way to hire this individual. It is a
rarity to say the least. Sales teams have turnover either driven by the company or the employee. It is best to have a candidate
portfolio at the ready than to begin a process of surfacing candidates when a seat is open. Poor hiring decisions are made
out of desperation to fill a seat. The open seat is a cost to the company every day it is unfilled. Yet, the cost is more
painful if the seat is filled by someone who doesn’t fit.
3. Reverse Interviewing. Since the intent of the process is for both sides to be able
to determine if a marriage should be formulated, a wonderful technique is reverse interviewing. This is an interview performed
by a member of the sales team who would be a peer if the candidate was hired. It is important that the individual(s) selected
to participate in this step are loyal to the company, knowledgeable, and make a favorable impression. However, the “interviewer”
does not ask any questions of the candidate. As you know, it is very easy to get yourself in hot water if illegal questions
are asked. Thus, you don’t want untrained people asking questions. There are two purposes of this component of the sales
talent screening program. The first is to provide the candidate with an opportunity to ask questions of someone who would
be their peer if they were to be hired. In essence, it is a way for them to get a picture of a day in the life of this job.
second purpose is to measure how the candidate prepares for a sales call. A debrief is conducted with the “reverse interviewer”
to see what questions were asked. If the candidate took advantage of this opportunity, they brought prepared, insightful questions
and wrote down answers. If they didn’t, what kind of preparation will the candidate do for a sales call? How interested
are they really in this job? Every once in a while, a candidate will ask a question of the sales person like, “Can you
take off at noon on Fridays?” Needless to say, the lapse in judgment raises a red flag of concern?
4. Standard Interview Questions. Often times, many candidates are screened for one job
slot. This creates a need to be able to compare candidates to each other, in addition to the profile. To do this, a standard
set of interview questions are needed. The responses are documented during the interview and reviewed after a candidate leaves
the office. These questions are not designed to provide right or wrong answers. They are designed to see if this candidate’s
thought process is congruent with the needs of your business and with the profile of the ideal sales person.
formulating your list of standard questions, it is helpful to include some sales scenarios that are common in your environment.
“Your client balks at the price of your proposal. What do you do?” It is also helpful to have questions that show
what makes this person tick. Since few colleges have “sales” as a major, it is always interesting to find how
someone arrived at a sales career. “Of all of the careers you could select, why did you pick sales?”
hot topic in today’s recruiting world is behavioral interviewing which is a powerful tool. Behavioral interviewing,
also called competency-based interviewing, focuses on past behavior. As a doctor friend of mine always says, the best predictor
of future behavior is past behavior. The idea here is not to ask arbitrary questions, but rather to ask questions that help
to expose areas that affect the sales marriage. If your company is always changing, you might want to determine how the candidate
handles change. “Please share with me a time where you had to adapt to change.” Like with any good interview,
additional probing is necessary to get to the root of the issue. “How did you deal with that? What did you learn from
can probably imagine just how hard it is to formulate questions that demonstrate if this marriage will work if you don’t
have a profile against which to compare. If it will help you, send me an email and I’ll send you my favorite 28 standard questions when interviewing a sales person.
5. Mock Sales Call. What better way to see if someone fits into your company’s
selling environment than to put them right in it! To do this effectively, you need to create a scenario for the candidate.
I’ve found it most beneficial to give the candidate the scenario with one day’s notice so they can prepare. They
should be provided with the same amount of information a sales person in your company normally has before making an initial
members of your company who participate in the exercise should be somewhat scripted. I say “somewhat” because
you don’t want it to be so dry that it is unrealistic, but without any scripting it can be hard to stay in character.
last piece you need to do this well is a score sheet. Know what you are looking to measure in the process and score accordingly.
Can they conduct a thorough needs analysis? Did they identify the challenges faced by this prospect? Would you buy from them?
best if the scoring is done by a non-participant of the mock sales call. It is very distracting for the candidate if someone
jots notes while they are speaking. What happens is that the candidate spends the rest of the exercise trying to read what
6. Online Assessment Testing. There are a myriad of tools that are very helpful in the
screening process for both personality and skill. Where some err is in the application of the data from these tools. Few,
if any, of the online assessment companies suggest that their tool should be used to make a hire/no hire decision. The most
appropriate application is to treat it as an additional data point in the sales talent screening program.
Linda Moeller, Product Director of market leader Employee Continuum, has seen companies use this great tool incorrectly. “We have seen many organizations fail to take the context of an
organization into account when deciding the most appropriate assessment to use. For example, many organizations assume
that implementing a sales assessment will guarantee them improved sales performers. This is not necessarily the case.
For example, the personality characteristics required for a sales person selling office supplies to purchasing agents
are very different than those required for a salesperson selling everything needed for a dentist office. In order to
be successful, an organization needs to consider the type of relationship they have with their clientele and the competencies
that will make these relationships successful.”
7. The Ultimate Screening Tool. Writing is a lost art. Yet, we are more dependent on
written communication than ever before. Email! Is there anything worse than a poorly written email that is sent to a prospect?
It doesn’t matter how good your product or service is, your company now looks sloppy and unprofessional.
technique for screening sales talent is the use of the mini-business plan. When the candidate has satisfactorily completed
all of the other steps of the pre-offer process, the request is made for a one-page business plan that shows how they would
approach the job. I mention three times that I’m only looking for a one-page plan and ask when they can send it to me.
It is important that the submission date be asked of the candidate, not the other way around as you will see in a moment.
of the techniques that I have used over the years, this is the one where I have the most candidate fall out and I was always
happy to learn that this sales marriage wouldn’t work, before it was formulated.
technique allows you to evaluate a number of important areas:
- Can they communicate in written form coherently? If you were a client receiving
this document, what message do you get about its author?
- Do they understand what the role entails? Since this component is performed late
in the process, they should have a clear picture of the job and expectations.
- Is their approach consistent with the expectations of management? It is best to
know now if you don’t feel comfortable with their game plan.
- Can they meet a self-imposed
deadline? If the plan is late, the candidate is no longer considered for the role.
- Can they follow directions? I asked for a one-pager, not an epic.
a sales talent screening program has many benefits. The most obvious impact is a longer sales tenure of your sales team which
means an increase in sales performance and a reduction in personnel turnover. This can do nothing short of helping the bottom
line of any company.
This article is reprinted with permission from ERE
B. Salz is a sales management guru who helps companies hire
the right sales people, on-board them, and focus their sales activity using his sales architecture® methodology. He is the President of Sales Architects, the C.E.O. of Business Expert Webinars and author of “Soar Despite Your Dodo Sales Manager.” Lee is an online columnist for Sales and Marketing Management Magazine, a print columnist for SalesforceXP Magazine, and
the host of the Internet radio show, “Secrets of Business Gurus.” Look for Lee's new book in February 2009
titled, "The Sales Marriage” where he shares the secrets to hiring the right sales people. He is a passionate, dynamic
speaker and a business consultant. Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.