3. DEAL WITH GUIDELINES CONCERNING FIRING. Sales managers spend a great deal of time telling applicants what quali- ties and abilities fit the job require- ments but neglect to outline the criteria for dismissal. Although it will not relieve the pain of termination, the candidate’s understanding of what actions are grounds for dis- missal is an important element of the interview process. In addition to saying what qualities you are seek- ing, also tell your applicant what the job won’t tolerate.


4. TELL IT LIKE IT IS. Many times, sales managers – in their eagerness to fill a vacancy – will oversell the job and/or company. It is easy to find yourself saying things like, “This is the best opportunity you’ll get,” or, “You’ll make a fortune with us.” The anxious applicant wants to believe this, and, when someone is hungry (manager or applicant), everything looks appetizing. Once hired and fed, though, reality sets in. There is nothing wrong with praising your company, but, when making the job and company appealing to an ap- plicant, stick to the facts.


5. MATCH THE APPLICANT’S ABILITY TO THE JOB. Desperation can cause an overquali- fied candidate to accept a job that is below his or her capabilities. At the other end of the spectrum, under- qualified people will promise any- thing. However, they may not be able to deliver. Allocate enough time to find out whether the candidate’s abili- ties match the job’s requirements.


6. ALLOW ENOUGH TIME FOR THE INTERVIEW. We are all very busy, but that’s no reason to cut the interview short. It is more profitable to spend ample time with an applicant in an interview than to lose out one way or the other because not enough effort went into the hiring process.


SELLING POWER NOVEMBER 2016 | 15 © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


‘‘


Change your thoughts and you change your world.


NORMAN VINCENT PEALE


7. CONSIDER HOW THIS INDIVID- UAL WILL INTERFACE WITH OTH- ER MEMBERS OF THE GROUP. This candidate will have to interact not only with the manager, but with other members of the sales staff as well. If a salesperson is in an environ- ment of animosity or tension, his or her production is likely to suffer. Ask yourself: Based on my observation, what positive or negative effect do I feel this person will have on the rest of the sales staff, and vice versa?


8. CONDUCT THE INTERVIEW PERSONALLY. There is nothing wrong with per- sonnel people screening an ap- plicant for a job, but sales manag- ers beware! If the person is going to be directly responsible to you, please don’t accept the judgments of others without spending time to conduct an interview yourself. It is a good idea to discuss every appli- cant with the personnel department – even the ones with seemingly remote possibilities. It is always a


good policy to find out why some- one else would or would not recom- mend an applicant.


9. CONSIDER THE INDIVIDUAL’S NEEDS.


The job you will be asking the new salesperson to perform must satisfy both the psychological and physical needs of this person. Ask thoughtful questions to discover these needs.


10. INTERVIEW THE “REAL” PERSON.


Experienced sales managers find that applicants rarely ask or answer the “real” questions up front. Repeating and rephrasing questions and setting up hypothetical situations can help uncover any facades.


By following these positive inter- viewing tips, you can make the hiring process more effective and even more enjoyable. Based on these tips, develop your own positive interview- ing procedure checklist and refer to it the next time you’re in the market for a top sales producer. 


PROFITABLE PROSPECTING WITH MARK HUNTER


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28