| In a discussion with the head of sales of a mid-sized | | | | they have exhibited. This involves asking open-ended |
| pharmaceutical company, he wanted to know why | | | | questions, listening carefully and taking notes of the |
| some front-line sales managers are much better than | | | | degree of specificity and quality of each answer. |
| others at hiring top performers. | | | | For each question the interviewer should take notes |
| Before answering, I asked if he had a systematic hiring | | | | and rate the candidate’s response. After each |
| process. The reason I asked that is when there is no | | | | behavioural interview the sales manager should rate |
| process in place the ability to select top-performing | | | | each candidate. |
| reps is dependent on the skills of the sales manager. | | | | This interview may take an hour or more. The goal is |
| Anytime you create a systematic process you tend | | | | to determine if the candidate has clearly demonstrated |
| be better at predicting success. | | | | the competencies to function at a high level since past |
| Well, he thought about the question and then | | | | successes usually are considered are an indication of |
| responded: “You’re right. How can we create a | | | | future success. Watch for reps that generalise |
| better hiring process?” | | | | answers or say “we.” What we are trying to |
| So, with respect to that pharmaceutical exec, here are | | | | ascertain is evidence or clear examples of |
| three critical steps to selecting top performing sales | | | | successfully demonstrating the competencies you |
| reps: | | | | have determined are important to the position. |
| Step 1: Conduct a Fit Interview | | | | Once all interviews are complete the manager can |
| As the title says, the goal of the initial interview is to | | | | reflect on each candidate’s competencies. Some |
| assess fit. The beauty of this is that even in the | | | | companies also may conduct additional interviews by |
| absence of great interviewing skills, the sales manager | | | | other managers and HR during this step. |
| reviewing a candidate’s resume can ask questions | | | | Step 3: Psychometric Test |
| around work history, education, personal interests and | | | | Once you have narrowed the pool down to 1-3 |
| accomplishments. The essential element here is to | | | | potential candidates the use of psychometric tests |
| determine whether a candidate fits your culture and | | | | adds value to the process. There are two possible |
| work environment. And if the candidate does do fit | | | | issues: 1) that top performers don’t always stand |
| the existing sales team, would you be able to work | | | | out an interview and 2) that poor performers are very |
| well with him or her? Is the candidate well-suited for a | | | | adept at putting forth a favourable impression in the |
| career in sales? This interview should last less than 30 | | | | interview process. |
| minutes. | | | | Psychometric tests add a level of science into hiring |
| Step 2: Conduct a Behavioral Interview | | | | process. Many psychometric tests are able to predict |
| After you have determined whether or not the pool of | | | | performance by measuring source traits associated |
| potential candidates would be a good fit for you and | | | | with success in sales. They are also great in identifying |
| your organization, you bring back the best candidates | | | | potential red flags that were missed in the behavioral |
| for a behavioural interview. This is a more formal | | | | interviews, which in turn allows the hiring sales |
| interview with structured questions. The key here is a | | | | manager to ask more questions and dig deeper to |
| pre-established list of questions related to the | | | | either validate or negate the red flags. This component |
| organization’s core competencies or leadership | | | | adds a second sober look at the candidate that |
| principles. Each sales manager is expected to use the | | | | complements the interview process. |
| list and ask each candidate the same questions. | | | | Adopting and following a consistent, multi-step process |
| Many managers lack the skill to conduct effective | | | | will ensure that your sales managers can determine |
| behavioural interviews, and some training may be | | | | who a top performer will be prior to making a hiring |
| required to improve their ability to effectively probe the | | | | decision. |
| candidate to provide specific examples of behaviors | | | | |