1

Recruit when you don’t need to
Always be on the lookout for talent. Pre-identified resources take the pressure off when you need to hire.

2

Hire two to three salespeople at the same time
It takes six to find one superstar.

3

Take your time
The Society of Resource Management Hiring Executives reports that 63% of hiring decisions are made in the first 4.3 minutes of the interview, and the rest of the interview is spent justifying the impulsive decision. Haste most likely makes waste.

4

Do not simply hire to fill headcount
If your current slate of candidates doesn’t yield fruit, it is far better to keep your search open than incur the costs of a mis-hire.

5

Clearly identify the ideal candidate
Determine the attributes and experiences that will translate into success for your unique environment.

6

Don’t search for a clone
A candidate whose personality and/or behavior is quite similar to your top performer is not necessarily the right person. What matters is the internal belief system behind the behavior.

7

Approach the interview intellectually
Don’t let your emotions rule. Any candidate can make a positive first impression, but know that the ability to exude warmth is not an indication of the ability to succeed.

8

Think of the interview as a presentation
This is an ideal opportunity to assess the candidate’s self-presentation, composure, maturity, style and resilience.

9

Analyze reactions
During the interview, share expectations with the candidate and note reactions and questions.

10

Use testing to confirm
There are an array of tests that can confirm or challenge an impression: personality behavioral style, aptitude, values, integrity, and beliefs that support sales success in your particular environment.

11

Develop behavioral questions
Ask questions that zero in on the beliefs and experiences you determined to be essential for success. For instance, ask if the candidate believes that the economy has impacted their past personal results.

12

Get outside help
An objective third party can provide crucial insights and compensate for your blind spots.

13

Buyer, beware of resumes
Studies indicate that 40% of resumes are distorted, and the National Referencing Corporation reported in Management Style that 30 million people have secured employment by lying on their resumes. Check references.

14

Look for a track record
Previous job tenures and results are telling. Does the candidate job hop? A pattern of changing jobs at the same time of year is likely to be an indication of regular depression, a slump or other downturn in performance.

15

Assess the candidate’s accountability quotient
Ask what the candidate expects from management. Their answer that indicates a heavy reliance on management support or guidance is a signal that the candidate might not be self-motivated or accountable. Pass for someone more disciplined with a high degree of personal responsibility.

16

Learn from past hiring mistakes
When a candidate you hire doesn’t cut it, identify the reason(s) for preventing the same mistake in the future.

17

Advertise for people instead of positions
Instead of describing the position, detail the attributes, behavioral styles and previous track records that the position requires to attract the right candidates.

18

Specify the level of sales experience required
Use terms like apprentice, associate, executive in lieu of the number of years.

19

Hire what you can’t train
These are must-haves that previous mis-hires couldn’t learn. Those are the qualities you can’t sacrifice.

20

Identify should-haves
Add a second tier of traits that you believe are beneficial but not critical.

21

Screen by telephone
Simulate conditions your candidate faces when prospecting or closing on the phone.

22

Look for matching values
Make sure the candidate’s tested values fit with the type of sales needed.

23

Candidate must close during phone interview
If the candidate doesn’t close for a next step on the first step, they won’t close when they’re on your payroll.

24

Don’t accept a candidate who accepts the “put-off”
When you try to hedge at the end of the interview, does the candidate make an attempt to keep you engaged? If they can’t engage you now, how will they keep prospects engaged?

25

Make them think on their toes
Ask the candidate how they would handle a sales situation that is specific to your industry. This will help you determine if they really understand your sales need and are able to address them effectively.