Let's face it, when it come to hire salespeople is like crawling around in the dark for most managers. But it doesn't have to be that way.
I was lucky when I first started at 25 as a Sales Manager to hire salespeople. My boss, Mike, told me that training was secondary to sales hiring. He taught me that if you hire a lousy salesperson, all the training in the world will not make him great. He'll just be a well-trained lousy salesperson.
He also taught me that if you want to get great when you hire salespeople, you have to keep records. For me that morphed in keeping a journal — well actually two journals. I'll talk about the second journal in a minute.
But first in the management journal it is important to track which candidates you get with each ad. In this way, you know which ad pulled winners. (And which one pulled mostly duds.)
You also then track how your salespeople do at regular benchmarks. My benchmarks are 3 months, 6 months, 1 year, 2 years, 3 years. At those dates I jot down the level of productivity of the salesperson.
In the Advanced Hiring System, we have incorporated this journal into the sales hiring system. (We're looking out for your career here.) Plus we want to make it easier foir you to see how well you're doing with the system.
If you follow this very simple system, you'll improve every time you make a sales hire.
The second journal, well, that is a personal journal. Life is tough and having a record of your thoughts is invaluable. Being able to look back at notes I made 40 years ago are the most powerful self-improvement tool.
If you'd like to know more about tracking candidates click the button below. We've put together a short survey that will help you improve your sales hiring strategy.
