Evaluating Your Sales Force – Why You Should Evaluate First?

Have you ever asked yourself these questions?

How does my sales organization really compare to other sales organization?

In which areas are we strong and in which areas do we really need help?

How effective have we been at growing and developing our sales organization?

What are our realistic prospects for growth and what must change in order to achieve it?

Are there changes we should make to our hiring criteria and process?

What are the real reasons our salespeople perform differently?

What you will learn if you evaluate your Sales Force

1.    If you have the right people to achieve your goals for growth.
2.    Who is trainable?
3.    The kind of help the trainable people require.
4.    The impact of weaknesses, common to most of your sales people.
5.    How to manage your people on a day to day basis
6.    Which interviewing and hiring criteria needs to be changed in order to attract, identify and hire stronger sales people.
7.    An action plan for each of your salespeople.
8.    The potential for growth that each of your salespeople is capable of achieving.
9.    If your managers are effectively growing, motivating, coaching and managing your sales people.
10.  What, if anything, you need to change organizationally in order to achieve your growth goals.

The Deliverables

The Individual Evaluation is a comprehensive analysis of an individual’s strengths and weaknesses as they relate to selling and business development.  It describes every strength and weakness, an example is provided that explains how the strength or weakness affects them in the field, and some direction as to how the individual might begin to overcome the problems is included as well.

The Management Overview Document is the single most important collection of information about your company’s sales organization.  The Management Overview looks at the people, systems and strategies in your sales organization.  It sheds light on potential problems with your hiring criteria, the quality of your pipeline, the effectiveness of your sales management efforts, whether your management team is on the same page, whether your salespeople are capable of executing your strategies, how comfortable your salespeople are with your model for going to market, and business being lost as a result of weaknesses among your salespeople.  In addition, it identifies the salespeople who should be performing better and what you must do in order to help them reach their potential.  You’ll also learn who is trainable, how much training they’ll need and the kind of help from which each will benefit.  And if you are attempting to transition your company from good to great, you’ll learn which of your existing people should be on the bus, which seats they should be in and who should be off the bus.

Check out our Sales Talent Acquisition Routine (STAR). A lot of people can sell, but which ones actually WILL sell?

Candidates fall into one of four categories which are outlined the in the table below:

How do you know which will show up in 90 days?

Consider a few facts:

• 90% of all hiring decisions are made from the interview.
• Traditional interviewing is only 14% accurate.
• More than 30 million people have secured a job by lying on their resumes.
• The cost of Hiring Mistakes is 3 times the annual compensation.

The Traditional Model for hiring Sales is Broken. Salespeople are a different breed. Think about it, if you hire someone in any of your other departments they will generally work out well. Traditionally, you hire someone who has similar experience and talent. You introduce them to their team, give them your expectations and they go through some orientation period. In a short period of time they become part of the organization.

Salespeople are different! Imagine hiring someone like we describe above and then having the rest of the team treat them like an outcast, with no cooperation, getting misleading information, or worse, no information to be able to complete the projects while facing rejection eight out of ten times.  Always competing for resources, opportunities, with their coworkers- having to constantly look over their shoulder, and that is just how sales people are treated internally within their company. We’re all familiar with how they are treated on the outside. How long would it take for that employee to be productive?

Let’s face it, unless you interview every day, salespeople looking for a job are better at interviewing than you are. They make good first impressions. They have been coached like a witness.

Our STAR program will quickly build a pool of qualified candidates, streamline and automate the screening process, decipher the B.S. from resumes, shorten and improve your hiring process with 96% proven success. In short, STAR will tell you who WILL SELL and help you to hire the stronger candidates faster and with greater confidence.

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