Hiring the Right Candidate: The Final Decision

Hiring the right candidate for a sales position is a challenging task because if you miss the mark you lose time, money, enehiring thr right candidatergy and customers. I recognize that it is impossible to completely eliminate “hiring mistakes.” However, it is possible to significantly reduce them as well as minimizing their impact when they are made.

Even when you use a hiring process like Top Grading or though the Performance-Directed Selection System (PDSS) your emotions and intuition will still play a big role in the final decision. I look at the final decision being a 50/50 proposition.

Half the decision is technical in nature. It is based on all the quantifiable data, scorecards and information obtained from reviewing resumes, telephone screenings, personal interviews and reference checks. It may also involve your team’s assessment of the candidate’s ability to perform the job. This tells you that the candidate is a “fit” for the job.

The second half of the decision is interpersonal and emotional. It involves your intuitive feel and desire to manage the candidate you choose. This part of the decision is explores the candidate’s “fit” with you.

As a manager, you can’t ignore either part of the decision. An unqualified candidate you like will probably fail just as readily as the qualified candidate you don’t like. Hiring the right candidate requires you to consider both aspects.

The following procedures outlined in the Performance –Directed Selection System or other systems like Top Grading will allow you to place the candidates interviewed into two categories:

1) those that are qualified, and
2) those that are not.

Then you must assess the candidates that are qualified against the specific demands of the job. Finally, you must ask yourself, “Do I have the capability and desire to help make this candidate successful?”

If you can answer “yes” to that question, we feel that the odds of you hiring the right candidate are quite good.
For more information on Hiring Winners click here hiring-winners.

Sales Coaching : When Do You Step In on a Sales Call?

A common problem on coaching calls is the sales manager taking over the sales call or “stepping in”. Sales managers often ask “when is it appropriate to step in?” Some of the most common reasons given for stepping in are:

• The salesperson is really in trouble

• The salesperson has made a major mistake

• The salesperson is about to lose a sale

• It’s a very big sale

• The salesperson can’t handle the customer

Although all of these are very compelling reasons for stepping in, they are merely a symptom of a much bigger problem. If you have to step in on a coaching call, it’s a signal that you have failed as a coach on that call. Stepping in prevents the salesperson from developing his/her selling skills and it prevents you from being able to fully exercise your coaching skills. Once you step in, you are no longer an objective observer, but an active participant. This severally limits your ability to focus on what the salesperson is doing right or wrong. When you step in, you are telling the salesperson that this call is more important than his or her development.

If salespeople aren’t ready to make a call on their own, then make the call a joint call or a training call. But, if you agree that it’s a coaching call and salespeople are responsible for the outcome, then let them succeed or fail on their own merits. Your job at that point is to make sure your salespeople have learned from the experience.

Is Your Company Positioned to Increase Sales, Profits and Customer Loyalty in the New Economy?

Let’s face it; we’re experiencing an economy that is different than anyone has seen in the past.  This means there are new rules of engagement. Being good enough just doesn’t cut it anymore. Companies either lead or get left behind!

What most companies have learned is that the new economy is very unforgiving. Every sales and marketing flaw, mistake and missed opportunity results in companies paying dearly in lost sales, profits and customers. How is your company doing?

What can your company do to ensure success? Companies who are thriving now share many things in common including: having a clear sense of who they are, knowing who their customer is (and isn’t), understanding the market they compete in, and then aligning their sales and marketing efforts to uniquely communicate and deliver their solution. Simply put they have “Right Sized” their organization to deliver the right solution, to the right customer, at the right time and at the right price… and they do it in a way that ensures bottom line results and grows customer loyalty.

Here are nine factors you must have in place to “Right Size” your company for success.

  1. Right Mission, Vision and Values-Are your company’s Mission, Vision and Values aligned so that everybody in the organization understands and acts congruently with them? Every misalignment dissipates your company’s ITEAM (Information, Time, Energy, Attention and Motivation) and drains your profits.
  2. Right Customers-Do you know who your Ideal Customers are as well as how, when and why they are motivated to purchase your solution? Do you know why they continue to purchase and why they leave?
  3. Right Solution-Can you deliver a Solution that uniquely meets your Ideal Customer’s buying criteria and emotional needs? Is your solution positioned to maintain its competitive advantage now and in the future?
  4. Right Message and Timing-Does your Sales and Marketing Message help your Ideal Customers clearly understand how your solution uniquely satisfies their buying criteria and emotional needs? Is your sales message delivered when it will influence the buying decision in your favor?
  5. Right Strategy-Do your Sales and Marketing Strategies pre-empt your competition by establishing your solution as “the” market standard? Do your Sales and Marketing Strategies educate your market so that you dominate it?
  6. Right Price-Does the Value delivered by your solution far exceed what your customers pay so that “price” is never the primary factor in the buying decision?
  7. Right Sales Process-Does your Sales Process make sure the you deploy the right selling effort supported by the right resources to make sure that sales are made in the shortest time with the fewest resources needed to optimize sales, profits and customer loyalty?
  8. Right Customer Experience-Does your Customer Experience make sure that every Customer Touch reinforces your unique selling proposition and endears customers to your organization while transforming prospects to customers, customers into loyal customers and loyal customers into raving fans?
  9. Right People– Do you have the Right People in place so that their talents and motivation are fully utilized while executing your sales and marketing strategies.

Each one of these factors is interrelated to the others. If your employees aren’t aligned with your Mission, Vision and Values you’ll be hard pressed to have them deliver customer touches that are consistent with your unique selling proposition. If you have the right message but it’s delivered too early or too late it won’t influence the sale in your favor. If you spend selling effort and resources pursuing customers who don’t need, can’t or won’t buy your solution your sales and profits will suffer. The key to success is to have all nine factors in place and constantly monitor them to make sure they optimally contribute to growing sales, profits and customer loyalty.

For more information on how to Right Size your company contact me at philatphilfarisdotcom  (philatphilfarisdotcom)   or call my personal cell 224-829-2156.