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1 # of sales people hired during last 3 years 0
2 # of sales people fired or quit during the last 3 years 0
3 Average Salary per Salesperson $0
4 Average revenue per sales territory (rep) $0 0%
5 # of Weeks to replace sales rep 0 $0
6 Recruiting / Hiring Costs Per Hire $0
6a Advertising $0
$0.00
6b Referral/Recruiter Fees $0(Vacancy plus Ramp-Up)
$0
6c Administrative costs $0
Total Bad Hire Cost $0.00
7 Training and development costs per hire $0
8 # of weeks before Salesperson is up to speed 0
John Glennon | www.glennon.sandler.com | 250-765-2047| 109B 3677 Hwy 97N,Kelowna ,BC V1X 2C3 jglennon.sandler.com ©Sandler Training Finding Power in Reinforcement(with design is a registered service mark of Sandler Systems Inc. All rights reserved.
Cost of Hiring the Wrong Salesperson
The costs associated with just one bad hire can be quite significant. Use the spreadsheet below to calculate your costs associated with turnover and/or poor hiring decisions. If a questions does not apply, enter zero.
Cost of 1 Bad Hire
Bad Hire Cost
Turnover %
Recruiting / Hiring Costs
Training/Development Costs
Lost Revenue Cost
What is a Bad Hire Costing You?
The Ingredients
• Job Description• S.E.A.R.C.H• Scorecards• Initial Screening• Assessments• Interviews• Culture and Climate
Recruitment
• All the GREAT people are already working• ABR• ABR• ABR• Don’t be caught “flat footed”
Ear-to-Ear Telephone Screen
1st screening of candidates for
•Bonding & rapport
•Job match
•Budget
•Assertiveness
•Relevant experience
Automation Screening
• Phone screening evolution• Automation of process• Technology now supports this• Streamlines process• Saves incredible amount of time
Bonding With Candidate
• Their ability to bond with us• Their communication style• How effective are they?
Ground Rules
• Take quick control of interview and establish expectations
• Qualify or disqualify • Questions from you ( Majority of time)• Questions from them ( Minority of time and at
end)
Behavior and Money
• Ask a lot of Behavior based questions• Unpeel the onion on behavior• Get the money on the table and ballpark the
package and expectations• Don’t leave money until the end
Qualification
• Resistance from current employer?• Resistance from spouse? Move? Money?• Other positions they are looking at?• How we rate compared to these positions?• When we speak with your references…• What happens next?
Clear Picture of Ideal Prospect for the Job
Ambition and
Drive
Control & CloseProcess Orientation
Pro
ble
m S
olv
ing
Rela
tion
sh
ips
Commodity Sales
AccountSales
Unique ValueSales
ConsultativeSales
Short Sales Cycle
Long Sales Cycle
Dem
an
d F
ulfi
llmen
t
Dem
an
d C
reati
on
Pure huntingCreate demand through tough pain questionsDifferentiate from competitionSell cycle less than 4 appts.
More complex sale (‘moving parts’)Custom designed solutionsRequires patience, organizedAbility to move a long process to closeSell cycle longer –4+ appts.Uncover pain and pain based value
Demand fulfillmentOrder takingCan only grow accts from insideMore relationship skills req’dMostly farmingStrong ability to sell to pain
Short sales cycle—1 call closeSuccess = control the salesQuickly build trust & closeBeating pavement—old styleBond quickly & get out
Behaviors
Never, never, never …..
• Stop looking and hire because you’re tired of the search
• Hire someone you’re not sure you can raise to the highest standards
• Hire anyone without assessing them for job match
• Hire someone if you haven’t Googled and spoken to their references
Thank you for your participationLESSONS LEARNED
Contact InformationJohn Glennon250-765-2047