State Farm Webinar Finding More Sales Team Candidates 3-21-13

Recruit the Best Team©

by Steve Suggs

[email protected]

C O A C H I N G P E O P L E F R O M G O O D T O G R E A T

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mailto:[email protected]


© 2012 Sales Manage Solutions, LLC

Purpose -

Learn to use a system to &ind more high quality candidates to put through the recruiting process.

!

Webinar

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Agenda: ! Testimonials - Cindy Doyle and Pat Curtsinger

! Curtis Gilbert Agent Testimonials

! Cost of 1 Bad Hire !! How many resumes and interviews do I need?

! A strategy for finding more candidates

! Make a commitment - be accountable

! What do I look for in best candidates?! !! How do I measure for traits and skills during the interview?! !! Training Resources! !! Free personality assessment for your entire team! ! ! !! Q & A - email me your questions at [email protected] !

Webinar

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This ad was placed in the early 1900’s by explorer Ernest Shackleton as he was looking for men to help him discover the South Pole. The ad drew more than 5000 brave candidates.

How do we find enough people, then attract them to the challenging job of insurance and

financial services sales.

“Men wanted for

hazardous

journey. Small

wages, Bitter

cold, long months

of complete

darkness.”

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How do we find enough people, then attract them to the challenging job of insurance and

financial services sales.

Livingstone wrote back, “If you have people who will come only if they know

there is a good road, I don’t want them. I want people who will come if there is

no road at all.

A missionary society wrote

to David Livingstone deep

in the heart of Africa and

asked, “Have you found a

good road to where you

are? If so, we want to know

how to send other people

to help you.”

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We must recruit people who are not looking for the easy, secure road, but people who want an opportunity to grow, build, advance, believe in something grand while making a difference in the lives of others, while getting paid for results, not effort.

We want people who are not looking for where a path may lead, but are looking for where there is no path so that they can leave a trail.

These adventurous people are naturally wired for this type of entrepreneurial journey. They have experiences in their past that have created attitudes and motivations that can only be satisfied by challenges with a big payoff. They view failing as part of the journey to success. They are willing to pay tuition to the School of Life for the knowledge which will be used for their future

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We are con)nually frustrated by Mike, but he services well enough that we

have a hard )me le;ng him go. Mike is likewise frustrated because he

doesn’t make enough money, but it is hard to find a be?er job without

crea)ng a higher level of performance. With this type of team member,

the agent is worried about addi)onal hiring to expand because another

Mediocre Mike would probably reduce net even though the gross revenue

would grow.

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A Tale of Two Team Members

Mediocre Mike

120 autos per year6 life policies per year12 bank loans per year

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A Tale of Two Team Members

Superstar Sandy

360 autos per year36 life per year36 loans per year

Sandy is quite a superstar, because she consistently produces at a high

level. She is not the highest producer in our sales territory in any

category but her ac)vity in each sales areas shows her strength. Right

now we have about 6 team members who perform at this level in the

Palm Beach Sales territory prior to using the Can they Sell system.

training

lost sales

low morale

licensing

Cost of 1 bad hire?

lost renewals

$70,000

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The

Rec

ruiti

ng F

unne

l

Screening

Profiling

Interviewing"Making Offer"

The BestRecruits!

Searching Methods 10 strong resumes

3 final interviews

1 salesperson

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Team of 3-5 - need to recruit 1-2 per year

ALWAYS be RECRUITING

Aver

age

Annu

al T

urno

ver -

40%

ALWAYS be RECRUITING

Take action to find great people when you don’t need team members, so you’ll

have a people when you need them.

Newton’s Law - people leave/get fired at

the most inconvenient times.

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To avoid the “I need somebody NOW” syndrome...

...build your Recruiting Referral Network for a continuous flow of GREAT RESUMES

Please come to work for

me!

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Source Action Date CompletedCreate email listWrite emailSend email

Write short job descriptionFacebookLinkedinemailchurch/templeTeam Member 1Team Member 2Team Member 3Team Member 4Team Member 5Team Member 6

SandlerDale CarnegieWilson LearningSteven CoveyJeff GitomerIntegrity Solutions

BNIe-Women

LinkedInFacebook

12345

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Current Team - write short job description and have team members post on their personal Facebook and LinkedIn pages. Email job description to their contacts. Have them contact their church/temple about the job opening.

Sales Trainers/Consultants- find certified trainers at these companies in your city and meet with them.

Current Customers - Email all customers and ask them to refer friends/family who can sell. If don't have an email list, send a postcard to customers asking for their email address.

Directors of Networking Groups - These are the most networked people in your city. Meet with them. Email them job posting and ask to distribute to members.

Social Networking- spend 15 minutes daily building your social media profiles.

Churches/Temples - Most have job boards and a jobs ministry. Contact and ask for minister/volunteer who heads up this ministry. List 5 target organizations.

Small Business CPA - contact and ask them to direct people to you who are closing businesses or changing careers.

Build

a R

ecru

iting

Ref

erra

l Net

wor

k

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Sales ManagerSalesperson 1Salesperson 2Salesperson 3

RotaryLions ClubKiwanusUnited WayBoy ScoutsGirl ScoutsJr. League

Northwestern Mutual Mass MutualPrudentialNational Life

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Salesgravy.comSalesblogcast.comLinkedInLinkedIn Groups

MonsterCareer BuilderSnagajob.comFindtherightjob.comNewspapers

Meet every sales rep that calls on your office, and recruit and/or network with them.

Attend all of these events. Many salespeople who are changing careers attend these events.

Chamber of Commerce Business After-hours Events

Traditional Job Boards - post job here.

Sales reps

President Community Service Organization- These people are leaders and well connected. Meet with these.

Recruiters with other Insurance companies Develop recipricol relationship; trade resumes.

Universities/colleges - career services dept.- Set up interview day. Most will market the position to students.

Social Networking Job Boards - post job here.

Small Business Attorneys - contact and ask them to direct people to you who are closing businesses or changing careers.

Chamber of Commerce Contact sales manager and salespeople. Ask them to direct people to you who are looking for jobs.

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Build

a R

ecru

iting

Ref

erra

l Net

wor

k

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Job Fairs – If you recruit in large numbers, this is a way toget many people interested in your position. Attend the job fairs in your city, or hold your own. Go to jobfairtips.com for a number of useful tips.

Sample email to send to your current customers or list of contacts:“Please assist me in helping someone you know. I have an open position on my sales team. If you know the right candidates for this job, please help them find a great career by sending them to see me. The right candidates will have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience* ... Please have them forward their resume to me at ... Thank you for helping me find the right individuals and for helping them to find a great career.” *Sales experience - fill in your desired level of sales experience based on your training resources.

Sample Wording for Job Posting:“Salespeople wanted. Michelle Winters State Farm is looking forsalespeople to work in the city of Nashville calling on customers to sell insurance and financial services. Requirements: Must have the following traits: Honesty, Hard Work Ethic, a Concern for Others and Personal Responsibility. Strong candidates will have personalities which cause them to network to find prospects, pursue goals, and handle themselves with confidence. Sales experience ... Please forward resume to...” Add additional information and requirements about the position as necessary.

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Build

a R

ecru

iting

Ref

erra

l Net

wor

k

Cre

ate

a So

urce

of A

ccou

ntab

ility

Before we get off the phone today, pick one of these categories that you can execute in the next 7 days. Email your commitment to Curtis.

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attitudespassion for product+ image as salesperson

immediate needsdesire for better future

char

acte

r ✓ Concern for Others✓ Honesty✓ Strong Work Ethic✓ Responsible

pers

onal

ity

✓ Social Drive✓ Social Confidence✓ Goal Orientation✓ Need for Control✓ Detail Orientation✓ Skepticism✓ Good Impression✓ Need to Nurture

sale

s sk

ills ✓ Prospecting

✓ Appointments✓ Fact Finding✓ Presenting✓ Handling Objections✓ Closing Sales

Best Salesperson Profile

motivation

Notes ...

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© 2012 Sales Manage Solutions, LLC3

Jonathan, Place page 2 from the Field Manual here.

Can They Sell Field Manual can they sell?l l ?

Recruit the Best System

Tools & Skills

!e Best Recruits!

Finding Candidates

SCREENING 1 20%-30%

2 20%-30%

3 20%-30%

PROFILING

INTERVIEWINGMaking O"er

ResumePhoneEmail

In personCheck References

CPQ

Final In-Depth Interview

Matching Score Sheet

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Can They Sell Field Manual

©2012 Sales Manage Solutions, LLC (865-675-2002) Copy or distribute with permission only. 8

can they sell?l l .com?

Recruit the Best Checklist

1. Review resume.

2. Screen by Phone – Use Phone Screen Questionnaire. If successful, go to next step.

3. Screen by Email – send “Thank you” email with these questions: What do you think this job involves? What do you think it will take to be successful here? Tell me why I should consider you for this position? What speci!cally in your life do you want to change? How will being successful in this job help you with this change? Schedule face-to-face initial screening interview.

4. Email Initial Interview homework - Prior to the interview, email the candidate instructing them to go to the following Web sites and review the information:

To learn about our products, go to: (Web URL that links to your products)

To learn about what a salesperson does with this company go to: (Web URL that tells about the career as a salesperson)

Prior to Initial Interview, email the candidate to confirm the interview and make sure they have reviewed the Web pages. 5. Conduct Initial Face-to-Face Interview – Use Initial Interview Questionnaire

6. Ask for 6 references – 2 previous bosses, 2 coworkers, 2 business people/former customers.

7. Call References using Reference Check Questionnaire.

8. *Administer the Craft Personality Questionnaire (CPQ) www.cra"pro!les.com

If the CPQ is Strong, schedule In-depth Interview

9. Conduct In-depth Interview – Use In-depth Interview Questionnaire

10. Interview By Current Team – Use Team Interview Questionnaire

11. Fill out Matching/Score Sheet

*Many recruiters choose to administer the CPQ prior to the Initial Fact-to-Face Interview in step 5. #ey prefer to have the personality information available prior to the interview

____________SENT DATE

____________INTERVIEW DATE

____________EMAILED DATE

____________EMAILED DATE

____________CONFIRM DATE

____________CPQ ORDERED

____________INTERVIEW DATE

____________RESPOND DATE

Candidate Name:____________________________Date:____________

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0 50 100Social Drive

Social Confidence

Goal Orientation

Need for Control

Detail Orientation

Skepticism

Good Impression

Need to Nurture

CPQ Compatibility ChartSelling Team Member


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0 50 100

Social Drive

Social Confidence

Goal Orientation

Need for Control

Detail Orientation

Skepticism

Good Impression

Need to Nurture

CPQ Compatibility ChartServicing Team Member


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Resources:

www.CanTheySell.com

www.CraftProfiles.comwww.SalesManage.com/RecruitingVideo Blog

CPQ purchase

Book and Field Manual

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http://www.CanTheySell.com


http://www.CraftProfiles.com

http://www.CraftProfiles.com



Next Generation CPQHere’s how you will benefit:

• You will get a free assessment on each of your team members that can be used for coaching them; The equivalent of a free CPQ on each team member.

• You will have a customized personality assessment specifically tailored for a selling and servicing team member.

• The price for the assessment will be greatly reduced by offering a subscription for unlimited use.

• You will get the same/better information as the CPQ.

cts salesproÄlel

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Next Generation CPQParticipating is simple. Following are the steps:

1. Email me [email protected] and tell me you want to participate in the customization for your team.

2. I will send you an email with the following instructions:

(1) Email/tell your team explaining why you are asking for their participation. The email will relieve any apprehension they may have, or you can just tell them personally.

(2) Email me the names and addresses of your current team members. They will receive an automatic email from me with the instructions on taking the new CTS questionnaire (20 minutes). After your team completes the questionnaire, you will receive a report with the results that can be used for coaching.

(3) Fill in the blanks on a short spreadsheet that I will email you with individual sales performance that will help us with our customization of the questionnaire (15 minutes).

(4) Complete the CTS questionnaire yourself (You will receive an email from me with instructions.)

(5) Complete “Management Feedback Form” (online) that will help in the customization process (15 minutes). I will email you the instructions.

cts salesproÄlel

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2/26/13 9:55 AMCPQ Compatibility Chart For

Page 1 of 1http://thebest.craftprofiles.com/manager/reports/chart/chart.asp?CpqPositionID=14

Return to Select Position Return to Report Menu

CPQ Compatibility ChartFor: Tabatha Whaley Participant's Name: Tabatha Whaley Date: April 1, 2009

Position: General Compatibility Score: 0%

Compatibility Rating: High Recommended Coaching Hours: 0 (per Month)

This participant's Necessary Coaching Hours per Month refers to the total time that could be required by the manager to compensate for his/herincompatibilities relating to this Personality/Motivation dimension of success. These incompatibilities are defined by the distance between his/her scores andthe "Ideal Range." For specific Coaching Recommendations click on any of the "Basic Eight" CPQ trait names (see left side of this Chart).

Important Note: The CPQ should never be used as a stand alone test to hire, promote, or terminate employees. The CPQ only measures a single dimension,Personality/Motivation. Contact CraftSystems at (800) 228-5866 for information regarding the assessment of the other two dimensions,Skills/Knowledge/Experience and Work Ethic/Self-discipline.

"Basic Eight" CPQ Traits

Participant's Score High Compatibility Moderate Compatibility Low Compatibility Lower (0-40%): Higher (60-100%):SocialDrive(82%)

1. More socially controlled/private2.Questionable Social Skills3.Train to Communicate Effectively

1. More Socially Dependent2.Can Be Easily Interrupted3.Train to Minimize Distractions

Social Confidence(100%)

1. Asks Rather than Tells2. May Find It Difficult Saying “No”3. Train to Be Assertive

1. Tells Rather than Asks2. May Be Too Opinionated3. Train to Ask More Questions

Goal Orientation(100%)

1. Even Paced, Easy Going2. Obsesses on Systems, not Results3. Train to Meet Deadlines

1. Intense, Highly Driven2. Can Be Too Hurried/Disorganized3. Train to Follow Systems

Need for Control(65%)

1. Seeks Peace and Harmony2.Depends Too Much on Others3.Train to Take Independent Initiatives

1. Seeks Independence and Control2. Potential to “Go it Alone”3. Train to Rely on the Team

Detail Orientation(47%)

1. Dislikes Detailed Analysis2. May Overlook Important Detail3. Train to Prioritize Accuracy

1. Uses Data/Research to Decide2.Can Have “Analysis Paralysis”3.Train to Recognize “Big Picture”

Skepticism(42%)

1. Trusting; Gives Benefit of Doubt2. Can Be Naïve or Idealistic3. Train to Scrutinize Others

1. Distrusting; Judgmental2.Can Be Too Critical of Others3.Train to Maintain Positive

Attitude

GoodImpression(76%)

1. Openly Self-critical, Vulnerable2.Takes Criticism Personally3.Train to Believe in Mission/Purpose

1. Ego Defenses Deflect Criticism2.Can Fail to Recognize Weaknesses3.Train/Empower to Admit

Mistakes

Need toNurture(38%)

1. Prioritizes Professionalism2.Can Be Too Serious/Non Expressive3.Train to Be Sensitive/Caring of

Others

1. Prioritizes Relationships2.Can Be Too Warm/Expressive3.Train to Be More Businesslike

Accuracy/Validity Index: High The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While someapplicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.

Follow-up Questions© 2012 Sales Manage Solutions, LLC

Great Resiliency to RejectionGreat Sales Productivity

High Producer for SF agent40-60 raw new auto

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CPQ Compatibility ChartFor: Danny Saltzman Participant's Name: Danny Saltzman Date: February 21, 2013





















Skepticism(42%)



Attitude

GoodImpression(60%)



Mistakes

Need toNurture(100%)


Others



Follow-up Questions

Great Resiliency to RejectionLow Sales Productivity

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CPQ Compatibility ChartFor: Heather Hatch Participant's Name: Heather Hatch Date: February 24, 2013





















Skepticism(89%)



Attitude

GoodImpression(60%)



Mistakes

Need toNurture(89%)


Others



Follow-up Questions© 2012 Sales Manage Solutions, LLC

Moderate Sales ProductivityModerate Resiliency to Rejection

1 year with SF agent. Writing 15 auto and 25 fire (apartment complex

marketing).

25/35 on Oxford

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CPQ Compatibility ChartFor: vanessa grimaldi Participant's Name: vanessa grimaldi Date: December 5, 2012





















Skepticism(15%)



Attitude

GoodImpression(100%)



Mistakes

Need toNurture(63%)


Others


Accuracy/Validity Index: Invalid The Accuracy/Validity Index provides managers with an indication of how open, frank and self-critical the applicant was in taking the CPQ. While someapplicants intentionally attempt to fake employment tests, high accuracy results can be viewed with confidence and validity.

Follow-up Questions

Agent ran the CPQ only. Did not follow the rest of the system. Offered the job. Didn’t show up for 1st day.

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Dr. Antonio -

Emotion is critical to our decision process. Too much emotion clouds logic.

Keep a critical balance between logic and emotion.

The solution - prepared questions that measure specific traits and skills.

Talking about ourselves causes us to like others

✓ Listen 80%, talk 20%.

✓ Show little to no emotion - you’ll get the real candidate.

✓ Don’t tell personal stories.

✓ Don’t agree with the candidate.

✓ Until the end of the process, describe the duties without selling the candidate on the position.

The best shine, the worst sweat ...

Don’t Rescue!

More Interview Tips ...


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A thorough interview process attracts strong candidates and repels weak candidates.

• If a candidate asks, “How did I do?”, say, “We are looking at several candidates, and we will consider your information as we make our decision.”

✓ Follow the system as written.

✓ Ask for specific examples.

✓ Ask the questions as written. If the candidate does not understand the question, tell them to answer based on their understanding.

✓ Ask the questions in order.

• During the final interview, spend the most time on the areas of concern.

• Ask references additional questions to uncover concerns. Use the “Oh-by-the-way” technique.

• Do not paint an unrealistic picture of the job and the challenges.

• If the candidate asks why they did not get the job, say, “It’s difficult for me to give people an analysis of their interview.”

More Interview Tips ...

• If candidate rambles, interrupt and ask, “What was my question?”


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