Dear Manager

Truly, the backbone of any organization, and the key element of its ongoing success, is the ability of management to surround itself with outstanding field sales personnel. While this may sound obvious, it is only the sales force who can affect and respond to the day-to-day needs of an organization. As a manager, you can encourage, motivate and make an effort to stimulate sales. It is only the efforts of a very capable sales force that can affect change today.

As your organizations grow, the demands on your time require that you pursue only the most qualified candidates. The time previously devoted to developing and nurturing an individual may now be a luxury that is, realistically, no longer available to you. You must now rely more on a candidate’s given talents and previous training.

There are many ways to find those individuals who can bring success to your organization and make management more fulfilling. Word of mouth and referrals are approaches worth pursuing. There are qualified individuals, both within your industry and other industries, who can excel in the opportunity you are offering. Share with others whom you respect the qualifications you have established and the type of person who would interest you.

From personal experience, I would also offer a word of caution on this approach. I have, at times, been successful in hiring from within my own industry. I have also met applicants with poor training, their own sense of reality, and a resistance to being trained in a new arena. In other words, they may be carrying old baggage that you may not be able to overcome or wish to deal with.

Be objective when giving consideration to hiring a friend. If given the opportunity, could they realistically compete head to head with one of your most successful associates? If not, your decision is obvious. You have a responsibility to hire only the best. This is not only in your best interest, but that of the applicant and the future of your organization.

This approach also lends itself to hiring from a single applicant rather than from a group of applicants. Avoid the trap of a quick decision purely out of convenience. I have often found it more successful to evaluate “referred” individuals along with the applicants found through the advertising process.

WRITING AN ADD
HOW TO FIND WHAT YOU ARE LOOKING FOR

In developing your ad, use adjectives that in a personal way reflect the qualities you are looking for. Consider using words such as outgoing, polished and wonderful. Your ad will stand out among the masses and be very appealing to those candidates who can fully understand these qualities. This type of ad reflects on you as an employer, showing your awareness and the value of these qualities. Also include a brief description of your industry, the position, and a list of skills or qualifications needed by the successful candidate.

When advertising for a commissioned sales position in a smaller region, consider referencing the position as Part/Full Time. This allows the applicant to understand the compensation may be less than that of a fully developed territory. This should eliminate applicants with very high expectations and encourage applicants with other forms of sustaining income.

Place your ad in key editions of the newspaper. Do not become discouraged if a portion of the resumes you receive are poorly written, the applicants unqualified, or they simply haven’t a clue how to get your attention. Focus on applicants who have included a personal letter and have shown an ability to reflect and expand upon the information in your ad. These are the individuals who have actually read your ad and feel confident expressing themselves. Those perceptive enough to draw on one of your key elements, such as wonderful individual, and can reflect on this in relationship to themselves should, in all cases, be considered further.

The single greatest asset an applicant can bring to your organization is a personal interest in your industry and the products you promote. These individuals often become almost animated in discussions of your products. Enthusiasm is always sincere and is infectious at all levels of a sales presentation.

You may wish to screen your applicants further before beginning the interview process. I send out a brief questionnaire for initial applicants that has proven valuable in revealing more about these candidates. The questions include:

1. What are your strongest skills?
2. What interests you about our industry and the service we provide?
3. Do you handle responsibility well; can you take the initiative?
4. How do you handle problems?
5. Can you have fun with your work?

These fairly broad topics are provided on a single sheet, with only limited space for response. In a letter sent with the questionnaire, state your initial interest in their resume, and your desire to gain additional information. Encourage their response, letting them know that this is not a test. There are no right or wrong answers.

This process allows you to go beyond the resume and begins to provide applicants with an awareness of your company and its priorities. While the answers to these questions may seem obvious, I have gained valuable insight, and have often received favorable comments from the applicants for the professional nature of this effort.

Preliminary phone interviews are another valuable tool in further defining the qualities of your potential candidates. Phone voice, enthusiasm, and even attitude, can often be determined with a few minutes on the phone. My assistant often makes these calls, providing the listener with a more casual approach than a formal interview. Use this opportunity to put the candidate at ease, perhaps discussing a few of their personal interests and hobbies. Explain more about the position, its requirements, and its form of compensation. Try to gain a further understanding about them and a sense of their current priorities and direction. Schedule interviews with those who pique your interest and show a knowledgeable, enthusiastic response to your conversation.

A personal interest in your industry, strong awareness and genuine enthusiasm for your product are essential to a sales associate’s success. This, along with a quiet confidence, will sustain them through the difficult early weeks of a new position.

As you begin your interviews remember, as a manager, the success of your associates or employees must come first. You cannot succeed until they have succeeded. The investment of time and preparation in selecting prospective associates or employees is small compared to the years of potential success the right individual will bring to your organization.

Editors note: I will continue with this topic in the next issue with a review of “ WHAT IT TAKES TO HIRE THE BEST “

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM