Recruiting sales people: perplexing process.

The Learning and Skills Council reports that the most common skills shortages amongst employees are: customer handling, oral communication, problem-solving skills and team working. None of which bodes well for sales managers trying to recruit new sales staff. (Listening skills always come in handy, too – Ed.)

So, if your business needs a dynamic, motivated and successful sales person, what should you do? Here are our top ten tips….

1. Preparation is key and a little inward reflection pays dividends.

Managing Director of Austin Benn Consultants, Tim O’Brien recommends: ‘Have a long hard look at your organisation and analyse why some people are more successful than others. What does your business need right now – a good self-starter to tackle new business or someone who can manage and grow existing accounts? Perhaps it’s both, but recognise that each area requires its own specialists.’ O’Brien continues: ‘Benchmarking good existing employees allows for internal recognition as well as ensuring you have the ability to measure new staff.’

2. In-house… or outsource the process? Firstly, know your legal responsibilities and requirements.

The Employment Equality (Age) Regulations 2006 comes into force from 1 October 2006.  Employers should ensure ‘ageist’ language is not used in recruitment advertisements. Phrases such as ‘applicants should be 25-35 years of age’, ‘young graduates’, ‘bright young thing’ and ‘mature person’ are discriminatory. 

Mytton: 'screening needs professional touch'.

Once the legalities of recruitment have been addressed, Managing Director of Recruitment Professionals, Jill Mytton recommends: ‘I feel specialist job boards are often excellent value for money and, although they may not bring the quantity, they can produce a quality response. The time-consuming element is the screening and this needs a professional touch.’ She adds: ‘For more senior positions, an individual search for appropriate candidates through networking can often be very successful.’

Pareto Law’s Managing Director, Jonathan Fitchew advises: ‘Don’t be frightened to strike a deal with the recruitment consultant. We offer all clients a free replacement and free training if a candidate we’ve placed doesn’t work out within 13 weeks.’ 

3. Think outside the box – don’t just look at candidates with same-industry experience. 

Mamujee: 'salesperson has transferrable skills'.

4. Be realistic about graduates.

Jonathan Fitchew again: ‘Graduates are open-minded, free from the pre-conceptions and bad habits of more experienced sales people.  Through our assessment and training programme, only the very best graduates are selected, matched to your company and trained to the highest standard, to ensure their potential turns into genuine results for your business.’ There will always be people who prefer to hire those with degrees and others who prefer straightforward life or commercial experience, both have their merits. 

5. Don’t just hire on personality alone.

Regional Managing Director of Michael Page International, Oliver Watson warns: ‘There are two primary mistakes that companies often make; one is taking a candidate’s track record at face value and the second is hiring on personality alone. It is much wiser to drill down into a candidate’s experience and personal qualities rather than hiring someone who has similar interests or background to the interviewer. All too often, the phrase ‘I had to fire him; nice guy but useless’ becomes yet another example of a costly mistake. 

6. Gather evidence.

Checking candidates’ authenticity is easier than might at first appear. Sales people, by their very nature, are often very good at selling themselves but, if they can’t back up their claims, then you should back away. Munir Mamujee stresses: ‘Always ask for P60s to substantiate claims of high earnings. I always like to see an organised candidate who is able to present a thorough ‘brag file’ including client and employer references as well as details of awards and qualifications.’ Jill Mytton adds: ‘The best sales people are concise, organised, always ‘quote proof’ of success and will bring their portfolio of testimonials to an interview. They will volunteer client references.’ 

7. Interview Techniques.

‘I like to see good organisational skills in a candidate,’ Munir Mamujee observes. ‘Did the candidate arrive prepared, having done their research and ultimately, would I feel comfortable buying from this person.’ He adds: ‘I’ve often watched candidates arriving for interviews to see if they remember the little things that can make a difference. Did they turn their phone off? Did they check their appearance, arrive on time and remember a smile, a handshake and a courteous introduction? All these things help to make a good first impression. After all, it’s what your customers will see first.’

8. Characteristics versus Skills.

Bean: 80% of companies use psychometrics.

9. It’s all in the package.

There are some basic Dos and Don’ts when advertising a sales position and those indicating only OTE targets and no basic salary details will appear secretive and impractical. Jill Mytton advises: ‘Seasoned sales people are realists and need to know the bottom-line salary in a difficult month. The best attractors are a solid company with a good reputation and clearly defined salary package.’

10. Add value.

Making a commitment to employ someone is an expensive business and failing to look after that investment is short-sighted. Jonathan Fitchew emphasises the obvious but often overlooked point that ‘lack of regular ongoing training whether in skills, motivation or product knowledge is a failure to respect the needs of your staff and your financial investment. A company that offers mentoring facilities and regular motivational exercises or rewards will reap the benefits. We back this belief up with bespoke professional training programmes to all our placed candidates.’

Further advise and useful contacts:

Learning and Skills Council – National Employers Skills Survey 2005: Key Findings (http://readingroom.lsc.gov.uk/Lsc/2006/research/commissioned/nat-nationalemployersskillssurvey2005keyfindings-re-june2006.pdf)
www.acas.co.uk
www.businesslink.gov.uk
www.agepositive.gov.uk

For more about great employers, read Hidden Value, How Great Companies Achieve Extraordinary Results with Ordinary People, by Charles A O'Reilly and Jeffrey Pfeffer, published by Harvard Business School Press.

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