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MANAGEMENT


Hiring, Hiring, Hiring SELLING POWER EDITORS


Ed Gluck is a sales manager with a major floor cov- ering company who’s recently been promoted from territory manager to sales manager.


“Hiring the right people for the job is the most challenging part of my job,” he says. “A lot of people talk a good game in the interview, but, once they’re out in the field, do they live up to it? There’s a thin line between talk- ing a good game and practicing it. I have had to hire two new people – and one of them is not doing so well.” He adds there are a number of boxes to check off before taking on a new rep. “There should be a paper record of achievements that you can verify


12 | JANUARY 2019 SELLING POWER © 2019 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


– not just dates of employment, but a record of their successes. These are not company secrets, but just a track record that proves their ability to achieve success. And it should be verifiable,” he cautions. Before even considering a candi- date, Ed does a DISC profile (measur- ing Dominance, Influence, Steadiness, and Conscientiousness) to analyze ap- plicants initially. But, he adds, “What goes on in the interview is usually the most telling factor for hiring.”


Ed suggests looking for an appli- cant who has business acumen and a good work ethic. “We can coach and teach people about the funda- mentals of our product,” he says. “We can fine-tune their skills. But you cannot teach people work ethic and creativity. They must have brought these things to the table. And the only way to have them is through their personal experience up to that point. They must have a personal desire to do better.”


MAKE YOUR INTERVIEW WORTH THE EFFORT Bob Coryn, president of a sales train- ing company with many offices across numerous countries, says, “We hire for skills and we fire for attitude. Most salespeople are hired by interviews, and 90 percent of managers do not know how to do a strong interview.” He suggests a phone interview be-


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