Most companies have more success filling non-sales roles, because salespeople are often better at selling themselves than they are at selling your product. This guide covers twelve changes to how you define the role, screen, interview and onboard, so the interview stops being the thing you are hiring on.
What is inside
Competition, rejection, hostility, complexity and false positives are unique to the sales role. Many salespeople can hack an interview process even when they lack the skills for the job.
Clarity on what the role is and is not fills your pipeline with more qualified candidates. A seller who excels at new business may struggle to renew existing clients, or the reverse.
Sales-specific assessments identify 72% of top performers, three times better than relying on a traditional interview. Structured interviews and a scorecard keep the team objective.
Top candidates are off the market in 21 days, so a long interview process loses them regardless of how good your offer is.
Orientation is not onboarding. A 90 day plan trains the new hire on your technology, products, customers and positioning, and sets a daily cadence for deal review and coaching.
Only 12% of employees feel their onboarding was good, B2B sales attrition averages 33% in year one, and replacing a rep costs 150 to 200% of their salary.
Written for: Sales leaders and hiring managers who have been burned by a candidate who interviewed well.
Published by Objective Management Group.
Get your copy
Tell us where to send it and the PDF opens straight away. No sequence, no drip. If you would rather talk it through, Lori reads every submission herself.
The full OMG framework: 21 competencies across Tactical skills, Sales DNA and Will to Sell, with proficiency rates for each.
Get It NowWhat sales managers of elite teams do differently, drawn from OMG evaluations of more than two million sales professionals.
Get It NowResearch on resilience as a measurable sales competency, the BANI conditions driving it, and where the development gaps are.
Get It Now