How to Hire a Sales Representative Who Sells Article

9/13/2010 11:35:00 AM

    As a sales consultant, I often meet with executives to discuss their hiring needs. They will generally describe their ideal sales candidate as a people person, outgoing or an extravert. While these are all good qualities, they don't truly describe the skills set needed to bring in record-breaking amounts of revenue to a company. Hiring a sales person who will truly increase your profits is a detailed process. Each candidate must be vetted appropriately against the job criteria, their personality and knowledge of the industry.

    Sales reps often are hired for the wrong reasons. I've sat with many bewildered managers who can't figure out why their new hire, who is friendly and outgoing, is failing miserably in the field. Additionally, sales reps sometimes are born out of transition, meaning they didn't work out in their previous department so they were transferred because they are good people but unqualified for their previous position. Others are recruited for their reputation--they're known as the elephant hunters or the rainmakers of their industry, but for whatever reason  they simply aren't generating the same sales numbers at their new organization.

    Before you post the new sales rep's position, decide what it is you want them to do. Businesses frequently will give sales professionals multiple roles. They want someone to handle all the sales, marketing and event planning. Sales will always come last when a position like this is created. Selling requires time spent out of the office, on the phone, and often times getting rejected, which can be especially difficult for someone who has not had sales training.

    A recent trend has been to hire marketers rather than sales professionals. While marketing is necessary and is of great benefit, someone with a marketing background most likely won't be happy if they aren't interested in transitioning to sales. Marketing requires different qualifications than sales and generally attracts people more focused on strategy and research than cold calls and handling trade shows. Create a position that is realistic and reflective of what your company actually needs.

    Consider what attributes a successful candidate will have, and keep your client base in mind. Are they sophisticated executives or are they blue collar workers who related more to someone who dresses in steal toe boots and blue jeans? Determine what kind of personality works best in your industry. You'll want someone who doesn't take rejection personally and has a positive outlook. They might be described as optimistic realists rather than happy go-lucky.

    Your interview process should be detailed and contain many different elements. Consider using most if not all of the following tactics:

• Use hypothetical situations--find out how they would handle a stressful event out in the field on their own. For example, what would happen if a client heard a false rumor about your company's billing practices and confronts them out in the field? What would they do in that circumstance?
• Role play--have them sell you a pen on your desk or a vase of flowers that sits in the lobby. A strong candidate will start by asking you questions about what you are looking for, while others will prattle on about the temperature of the coffee or colors of the carnations.
• Utilize group and one-on-one interviews--this practice will help you see how the candidate handles stress, and gives your team buy-in to the decision process.
• Ask detailed questions about previous jobs--find out specifically who their contacts are at organizations where you would like to do business. Ask them how much business they think they could bring to your organization within the next six months.
• Determine their industry knowledge--probe for specific trends in your industry and customers.

    The hiring process can be discouraging, and job postings are receiving record numbers of applicants thanks to our current economy. Additionally, many people seem to think they have what it takes to be in sales regardless of their background. These factors often can make it easy to hire someone who has a pleasant disposition and a reasonable amount of industry knowledge. Avoid buying into the wrong candidate for the instant gratification. Making a quick hire so you can merely fill the position and avoid downtime will ensure that the only person who get sold is you.

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By Shelley K. Plemons

Fort Worth Business Press