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Hire Better Salespeople

1These printed materials were developed exclusively for the use of ACTG and shall remain the sole and exclusive proprietary

materials of ACTG. Permission to use, redistribute or otherwise publish these materials must be attained in writing from ACTG.

WHAT TO EXPECT IN THIS DOCUMENT

What we know about new hires

When you finish this document, you will have a better understanding of why hiring the right people is so difficult and

you will know what you need to do to address the problem. When you finish this document, it will be time to decide if you will keep

doing what you’ve always done or if it is time to fix your “2 comma” problem.

What others know about new hires

Why this might matter to you

Why this is better than the rest

9 steps to hiring better salespeople

Page 3 Page 8 Page 10 Page 11 Page 16

1/3 of new hires make excuses, another 1/3

lack desire, most do not close well.

The BIG 3: Profile, Assess and On-board.

Miss these and you hire a failure.

It’s time for companies to own the solution to the problem instead

of outsourcing it.

“Tony, hiring failures costs me more than 2 million dollars a year.”

75% of new hires are of the same quality or worse than the person they replace. B.Smart.

Your options What it will take to succeed

Who this is right for: Our Perfect Client

Page 19 Page 22 Page 23

No matter the option you choose, you MUST own the outcome. The system drives results.

Not everyone needs what we do. It is time

consuming and requires commitment.

This is a bi-lateral contract. No more

pointing the finger at the placement firm.

What’s Next?

Page 24

2Hire Better Salespeople © ACTG 2015

WHAT WE KNOW

Based on our 20+ years experience at evaluating sales results, stack ranking reports and reviewing the performance of all levels of salespeople, we know that:

Approximately 70% of salespeople fail to consistently hit agreed-to goals.

The 80/20 rule is not just a theory.

Managers are failing the sales team.

Really good salespeople still need training and performance management.


WHAT WE THINK WE KNOW

70% of all salespeople fail to hit their goals.

Hitting goal is a combination of factors. I don’t believe that there is one dominant reason, but the following certainly affect a salesperson’s results:

Was the goal setting process done effectively?

Is the salesperson capable? Do they have the right skills and do they demonstrate the right behaviors?

How effective is the sales manager at coaching to improve skills and change behaviors to facilitate hitting goals?

Performance management is critical. Is the sales manager inspecting what they expect?

Finally, is the company using business intelligence to help guide the salesperson to success?



The 80/20 rule is real

Italian economist, Vilfredo Pareto, studied the wealth and population of Italy and determined that 80% of the land was owned by 20% of the population.

My own investigation of sales data supports this rule. In many cases, if not most, it’s not exactly 80/20; but I’ve not observed anything greater than a 65/35 split.

If 30% of the sales team is providing 70% of the results, then what is the other 70% of the team doing? If you follow Perry Marshall’s process and apply 80/20 one more time, you realize that about 33% of the group is generating over 90% of the total sales results.

What is the rest of the team doing? Failing! 5Hire Better Salespeople © ACTG 2015


Managers are failing the sales team

Managers must have a system or process in place to effectively evaluate the performance of the sales team. It is not enough to look at just sales results.

No one hires a new salesperson with the thought – “I believe this person is going to be unbelievably average.” But that is what the bell curve and the Marshall 80/20 power curve substantiate.

What we also know to be true is that – no matter how good you think your new hire is – they still need coaching, training and performance management.

Management must have a process of development in place so that they can “catch salespeople early” rather than discover they are failing and putting them on a PIP plan.



The really good salesperson you just hired still needs training and development

Using the Objective Management Group Sales Effectiveness and Impact Analysis, we can determine the skills, characteristics and behaviors that drive sales results for an existing sales team. We consistently find the following to be true:

Less than 10% of salespeople follow a consistent sales process Approximately 33% of salespeople make excuses for lack of

success Less than 20% of ALL salespeople have the required consultative

selling skills Less than 25% of salespeople are closers Those in the upper 2 quintiles of the team either were hired that

way, made themselves that way or you coached them.


WHAT OTHERS KNOWLINKEDIN SURVEY

What’s the Biggest Driver to Your Business’ Success?2556 votes 79 comments

*Survey by LinkedIn

Don’t take “no” for an answer

Hiring the right people

NetworkingMaintaining financial control

224 (9%)

1246 (49%)

959 (37%)

180 360 540 720 900 1080

129 (5%)


WHAT OTHERS KNOW

Fast Company Magazine: According to Tony Hsieh (Zappos CEO), his past bad hires have cost his company “well over $100 million.” Twenty-seven percent of the U.S. employers surveyed said that just one of these bad hires cost their company more than $50,000. "When you add up missed sales opportunities, strained client and employee relations, potential legal issues, and resources to hire and train candidates, the cost can be considerable," says CareerBuilder CEO Matt Ferguson.

David Kurlan: Finding, selecting, hiring and onboarding great salespeople is more difficult now than at any other time in the past 20 years.

Managing your own expectations is key to making this process work. You must exercise:

• Patience• No Compromises• Discipline • No Exceptions • Speed

Dan Coyle: Deep practice, ignition and master coaching - these three elements work together within your brain to form myelin, a microscopic neural substance that adds vast amounts of speed and accuracy to your movements and thoughts. Scientist have discovered that myelin might just be the holy grail: the foundation of all greatness from Michelangelo to Michael Jordon.

Daniel Coyle – Author – The Talent Code, Brad Smart – Author – Top Grading for Sales, Dave Kurlan – Author – Baseline Selling

Tony’s Questions: When you hire someone, what do you know about how they manage their sales practice? What is their level of commitment to succeed in SALES and are they coachable?

Link to infographic

Hire Better Salespeople © ACTG 20159

http://www.fastcompany.com/3028628/work-smart/infographic-how-much-a-bad-hire-will-actually-cost-you%236

WHY THIS MIGHT MATTER TO YOU

Tony: How bad is the problem?

Keith: Bad enough that we’re talking to you.

Tony: Just because we’re talking doesn’t mean it’s bad enough to do anything about it. So, how bad is it?

Roy: Tony, it’s a two comma problem.


3 reasons why HBSP is Better than your current

Recruiting Process: Ownership,

Selection and Onboarding

Hirebettersalespeople.com: A revolution in finding, hiring and developing successful sales talent


WHY THIS IS BETTER - OWNERSHIP

Ownership of the outcomes belong with you, the leader. One of the reasons for failure to hire the right people is the “transfer of responsibility.” For example: “HR handles that.” “We use a search firm.” “We depend on our training department to get our new Salespeople up to speed.” “We hire people that are already successful and manage themselves. We don’t need to coach them or hold them accountable.” Just like the CEO or President must own the top line and bottom line of the organization, hiring the right people also has to be owned.


WHY THIS IS BETTER - SELECTION

Our focus is on finding the perfect fit for the job that has to get done rather than looking for someone who might meet the job description. We start by focusing on strengths that identify if the sales person will sell. “Will” sell is different than “can sell” and “have sold”. Our systems and processes are designed to disqualify candidates. Additionally, as a result of our contractual arrangement with clients, we are both incented to disqualify candidates. Our approach of profiling, attracting, screening, interviewing and selection has a history of 94% predictability. Our objective, when you meet our hirable candidates, is that you think – I’d hate to compete against them in the market place!


WHY THIS IS BETTER - ONBOARDING

Many years ago, I had the opportunity to meet with Terry Bradway, who at the time was the General Manager of the NY Jets Football Team. I asked him what his most important job was and he replied “talent acquisition”. He said he had to find the best available talent for the roles where they needed better players or more players. He said, ”Sometimes, I just look for raw talent that we believe can be developed into a talent that will help us win.” DEVELOPED is the operative word. Even the best talent at the highest level of performance needs to be developed!


Use a new lens to “see hiring” and you will see a different outcome.


Attract

Search

Profile

Offer

On-board

Contract

Disqualify

Select

Assess


Steps 1 - 5

Profile

Getting the right people starts with properly identifying what you are looking for rather than writing a job description. A simple way to look at it: What results would you hire? What does it take to be successful?

Every company is perfectly designed for the results it gets. If there is an outcome that is not working and is unacceptable, then you must change the design responsible for the outcome.

Attract

Attracting the right people in the very beginning helps streamline the process and allows you to focus on those that you really want to talk to. Your job attraction post should get readers to say, “THAT’S ME!”

Assess

50% of companies use a pre-hire assessment. If you are one of them, then you have a chance for a solid selection. But only if you are assessing the right stuff! Will they sell in the future? Will they grow? Are they trainable and coachable?

Qualify

Most, if not all, placement firms will bring you candidates that they believe will qualify. We will provide you reasons why someone that appears to be a quality candidate won’t succeed and why. This is a difference maker for your hiring process.

Search

If management expects salespeople to consistently look for new business, then it only makes sense that management consistently looks for new talent. The key is to build the right “search system” and then execute.


Select

With the pre-screen, you are now armed with helpful data that will help you conduct great disqualifying interviews. Create an interviewing process that mimics the sales environment that your candidate will be faced with and listen to how they react. This will help you hire someone you would buy from and hate to compete with.

Now that you have whittled down the list of resumes and applications, it’s time to start the selection process. It all begins with a phone call that last between 5 and 10 minutes. When you hang up the phone,

just ask yourself if you would have accepted an appointment from this person. Not because you are desperate to fill a seat but because they blew you away.

Offer

Our role in the offer step is not a legal one. We will help you make sure that the your offer is one that is fair and allows your new hire to go about their business of selling without wondering if they settled. Additionally, we will coach you on how to make sure your candidate knows exactly what they are accepting.

ContractYour contract is more than just about the money. Your contract is for services rendered. Those services include sales activity and behaviors. It includes being coached and managed. It includes being compliant. Think about all the headaches you’ve had in the past and include those items in the contract.

On-boardHire Better Salespeople will help you build a solid on-boarding process that will include but is not limited to: Answers to specific go-to market strategy questions, performance management structure, business/work planning as well as weekly reporting on progress towards objectives.

Steps 6 - 9


Your Hire Better Salespeople Options

You Own / We Coach and Support

You Own / We Do and Support

Do Nothing


FULL SERVICE HBSP: YOU OWN, WE DOItem You HBSP

Sales Talent Acquisition Routine System (1 day workshop, 90 day follow-up consulting, annual update) xDevelop perfect fit profiles for all levels of new hire salespeople x xExpress Screen Registrations xPlacement of ad postings on all sites,repost as needed x

Communications to potential candidates xApplicant tracking and review of all resumes xSelection of potential candidates for initial phone interviews x

Schedule & conduct 5-minute interviews/ratings of candidates x

Provide interview guides of recommended candidates x

Schedule & conduct face-to-face interviews x xReview references as determined xConsult, create and make job offers x xProvide status of finalists x xUpgrade screens to full evaluations for those hired for coaching purposes x

Review results of screens with hired individuals, create development plans x

Create and deliver 90-day onboarding plans x xManage new hires to onboarding plans x


DO IT YOURSELF HBSP: YOU OWN & DO, WE SUPPORT & ON-BOARD

Item You HBSP

Sales Talent Acquisition Routine System (1 day workshop, 90 day follow up consulting, annual update) xDevelop perfect fit profiles for all levels of new hire Salespeople x xExpress Screen Registrations xPlacement of ad postings on all sites, repost as needed x

Communications to potential candidates xApplicant tracking and review of all resumes xSelection of potential candidates for initial phone interviews xSchedule & conduct 5-minute interviews/ratings of candidates x

Interview guides of recommended candidates x

Schedule & conduct face-to-face interviews xReview references as determined xConsult, create and make job offers xProvide status of finalists xUpgrade screens to full evaluations for those hired for coaching purposes x

Review results of screens with hired individuals, create development plans x

Create and deliver 90-day onboarding plans x xManage new hires to onboarding plans x


WHAT WILL IT TAKE TO SUCCEED? LOTS! SEE THE FINE PRINT

Too often, the on-boarding process includes all the admin and ops stuff for the company in addition to technical training on how to use the computer systems and sales processing applications. There are introductions to critical business partners, HR, finance and marketing. There may or may not be some level of sales training; but, more times than not, this is more of an introduction to the products and marketing materials available. Rarely, if ever, is there a deep discussion about:

See next page for fine print in our contract

with you:

Go to market questions:• How do we go to market?• What is our competitive edge?• What is the best way to position our company with

a new prospect?• How does our pricing compare?• What objections am I most likely to hear?

How will I be managed questions:• What exactly is expected of me in the first 3,6,9 months?• How will I be managed?• What is the pressure to perform?• What metrics are we using to determine my success?• What coaching can I expect from my manager?


SEE THE FINE PRINT

• Assessment findings• Your company goals• Your company sales process• Your company metrics to measure success• Established standards for sales process and metrics determined with

company• Sales process, metrics/standards for success communicated to and accepted

by candidate prior to hiring and contracting• Management, mentoring, coaching, on-boarding plan communicated to and

accepted by candidate prior to hiring• 2 page business plan – sales and sales activity objectives, activity

requirements, go to market strategy and execution plan, 12 month “pro-forma” for sales, revenue, expenses and profitability.

• Performance management coaching

The fine print in our contract with you. Recruiting and Hiring will be based on:


Who we work with:- Companies committed to change- Companies hiring salespeople with compensation of $100,000.00+- Companies committed to performance management and coaching of new talent- Companies that 1) Use outside sources to generate candidate leads and are not happy with outcomes or cost or 2) have to change how they are hiring today because of cost of “ghosts” or lack of productivity of new hires

Hirebettersalespeople.com: A revolution in finding, hiring and developing successful sales talent


WHAT’S NEXT?

Three questions I will ask you:

Do you believe we understand your problem and your business?

Do you believe we can help you?

Do you want our help?

Review this document, make notes, write down your questions and then…

Determine if you have a “want to” fix or a “have to” fix problem. If it’s a “have to” fix, then we have something to talk about.

If you don’t feel a need to act on this within 5 days of receiving, then you probably don’t have a serious enough problem to worry about another discussion.

But, if you review this and have a “holy crap” moment, call me immediately (513,226.3913) and let’s set up a meeting to discuss how this might work for you and I will attempt to answer all of your questions. After we talk, I will also ask you these questions to the right:


CONTACT INFORMATION @ HIRE BETTER SALESPEOPLE

Phone: 513 791 3458Website: hirebettersalespeople.com

Talk about HBSP: Tony – [email protected]

Additional information: Jeni – [email protected]

Blog: http://blog.anthonycoletraining.com


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Recruiting & HR

Hirebettersalespeople landscape slidedoc tcjwpc