5 Old School Sales Habits of High Performers

shutterstock_91528481.jpgI have the privilege every week of coaching and working with high performing sales people. I also coach many sales people that are high potential, but not yet achieving at a high level.  That's where I come in, to help them get to that level. As I conduct these coaching calls every day I start to see patterns emerge between high performing sales people and high potential sales people. One of the things that has jumped off the page the last couple weeks is there are certain habits that high performing sales people do consistently. They may even be considered “old school” sales habits, but let's share them now and talk about how your team can incorporate these habits into their daily sales rituals to improve performance.

  1. Pick up the phone: High performers pick up the phone and call people. In this day and age of social selling, in-bound leads, and all the attention around using LinkedIn and other sources to make connections, there's nothing better than picking up the telephone and having a conversation with a perspective buyer. You cannot build a relationship by sending an email or a LinkedIn InMail request. Calling someone goes a long way towards building trust.
  2. Be Grateful: High performers are grateful people. They send thank you notes. This is as old school as it gets, but have your team go to the store, buy generic stationery, and get into the habit of sending hand written thank you notes to customers and prospects. It's amazing how much a personalized, hand-written thank you note stands out among all the email blasts and junk mail that comes through. It will really set your salespeople apart.
  3. Read and Learn: High performers read a lot. Not only do they read the newspaper and the local business journal to stay current with events, they read books. They read sales books. They read business books. They read fiction. They read everything they can get their hands on. Why is that important? Sales is about communication, and people who read, and read often, tend to write better and speak better. It doesn't have to be all dry business books either. Sales is about storytelling, so if your salespeople read fiction as well, it's going to help them tell better stories.
  4. Attend Networking Events: High performs attend networking events. Not only do they go to their industry events, but they're plugged into their local community as well. They'll go to the chamber of commerce or the rotary club events. They're networked and they love to connect people and make introductions. They are highly visible at these events. It's one of the ways they get referrals and introductions.
  5. Proactively Help People: High performers are connectors. They help people in their network. They help their customers. They help their centers of influence. They introduce people to other people who might benefit from the introduction. When your salespeople give more than they get and consistently connect people (without being asked or expecting something in return), good things happen.

As you look at this list of five “old school” sales habits that can separate high performers from high potential sales people, which of these are your team currently doing? How can you challenge your sales managers to help their team incorporate these “old school” sales habits to raise performance as you go into the end of this year, and raise performance and expectations for next year?

 

 

Everything you want to know about sales compensation, but were afraid to ask

For companies who operate on a calendar year, now is the time when sales leaders are asked to review and revise their sales compensation plan. And of course, they have to do this on top of everything else they need to do: closing year end business, finalizing next year’s sales forecast, organizing holiday thank you gifts to current customers, etc.

If you have asked your sales manager to review the compensation plan and make recommendations for revisions (or if you’re a sales manager who has been given this task), let me help you out with a list of blog articles to consider as you get started. The most important thing to keep in mind as you tweak a salesperson’s compensation plan is that you have to show them how they can continue to be successful under the new plan. In other words, you have to be able to sell them on it.

Blogs:

Get Sales Compensation Right to Recruit Winning Salespeople
Do We Have Sales Compensation All Wrong?
But I'm a Sales Guy! The Story of Motivation and Compensation
Dunkin Dunuts - Time to Make Sales Compensation and Sales Competencies Work

How to Change a Crappy Sales Compensation Plan to a Better One
Sales Compensation - Exceptions to the RuleWhen it Comes to Compensation Sales is Not Like Baseball
Does Changing Compensation Increase Sales?
Sales Candidates, Sales Compensation and the Number of ResumesTop 7 Sales Force Compensation Secrets
Compensation Stupidity Again?

Compensation - the Unchanging Role
How Wrong are Company Methods to Rank and Compensate Salespeople?
Sales Compensation and Stupid Human Tricks
A Different Look at Sales Compensation




   

It’s Sales, There Are No Participation Medals

New data from Objective Management Group (OMG) suggests that while the top 10% of millennials are just as strong as the top 10% of veteran salespeople, millennials as a group are far weaker than veteran sales people.  There are two key data points I want to explore in this post.  First, the OMG data shows that millennials, as a group, have a lower level Commitment to sales success.  And second, millennials have a lower overall Sales DNA.  Let’s unpack these points and discuss what that means for anyone hiring younger salespeople.

Commitment

The commitment finding is by far the single most important data point on the OMG sales evaluation.  It measures a sales person’s willingness to do “whatever it takes” to be successful.  We see many sales people with conditional commitment – they’ll do whatever it takes as long as it’s not too hard, doesn’t push them beyond their comfort zone, or when they are being closely managed.Salespeople with a higher level of commitment will make extra phone calls, ask extra questions, find a way to push through resistance, work more deals, ask for referrals, apply new ideas and training faster, and generally will do whatever they can to succeed. 

Salespeople with a lower level of commitment will consistently choose easy over hard.  They will also need to be managed more closely and are more likely to resist any coaching or training that pushes them out of their comfort zone.  When we are working with clients to help them recruit salespeople, we NEVER recommend a candidate with low commitment (anything below 60 on the 1-100 scale OMG uses in their assessment).

On average, millennials have a 53% commitment versus a 62% average commitment for veteran salespeople.  That is a big concern for anyone hiring younger sales people because they will need closer management and are less open to training. 

Sales DNA

A person’s Sales DNA is a combination of beliefs that will either support or work against a salesperson’s ability to execute the right tactics and behaviors to be successful in selling situations.  There are six components as shown on the chart below.  The dial to the right shows the average cumulative Sales DNA for millennials at 61%, which makes them suited for easy selling situations.

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I have had several conversations with CEOs in the past few months who want to pursue a strategy of hiring raw sales talent right out of college. The advantages are obvious, lower base pay, ability to teach them the unique aspects of their business and market, and the ability to make several small bets on the hope of finding that one rockstar salesperson who will be with them for a long time. It’s a great strategy, but hard to execute. Implementing a tool like the pre-employment assessment from Objective Management Group can help you find out if you are attracting millennials from the top 10% who have high Commitment and Sales DNA. Without this evaluation in place you are more likely to attract candidates from the other 90% who will require extraordinary efforts to get up to speed. Is that a risk you can afford?

Building Your Virtual Bench

shutterstock_375157798.jpgAs we head into the fourth quarter you should have a pretty clear line of sight on how things are trending across your sales organization, and salesperson by salesperson. As you look at what's in the forecast between now and the end of the year you should know where you are year-to-date. How strong is your forecast going into the fourth quarter? Who on your sales team will hit their numbers, and who's going to fall short?

One of the things we tell CEO's to emphasize is that high performing sales managers should be constantly searching for sales talent. They should continually be building their virtual bench of high performing salespeople so they can make better decisions about who to hold accountable, and how to make changes when necessary.

As we are already a couple weeks into the fourth quarter, you only have about 4 to 6 weeks left. If you don't already have activities underway to build, and maintain a virtual bench of high performing sales people, there's time if you act right now. You've got about five (5) weeks before you get into the holiday malaise where candidates become much more scarce. Once you get into the week of Thanksgiving and beyond, through the holidays and the end of the year, it's much more difficult to engage high performing salespeople. They're inwardly focused on their families. They're more focused on finishing their year strong. Typically, sales people who are on the annual calendar year are going to stay where they are until they get their year-end bonus. If you want to recruit high performing salespeople, if you want a sales manager who's constantly looking for sales talent now is the time to act. Now is the time to begin building your virtual bench, so you can start those conversations before the holidays, and move quickly when you hit the next great wave of salespeople switching jobs.

If you start those conversations in the middle of January, or beginning of February you may miss out on the high performers who have already engaged in a conversation with somebody else. Act now.

We recommend implementing our Sales Talent Acquisition Routine. It's a sales hiring system designed specifically for attracting, selecting, and onboarding high performing sales people. Once it's set up you can screen, and recruit candidates almost automatically. You need to invest time in setting it up right, but once it's setup you can just let it run automatically. Your sales managers can continue to focus on the activities they need to focus on: coaching your team, holding people accountable, and working on deals to bring in by end of the year.

If you need information or would like to talk about how to turn on a system like our Sales Talent Acquisition Routine, please contact me. Don't wait. You only have about five (5) weeks to start building that strong pipeline of high performing sales candidates. In January if you need to make decisions about switching people out, or getting rid of some under-performing salespeople (you know who they are already), start building your virtual bench today.

 

 

10 Activities Sales Managers Should Focus On

When I talk with CEOs, I often hear them complaining about how their sales managers are always busy, but not productive. When I dig a little deeper, I usually find this is an issue around how sales managers define their priorities and where they focus their time. Often times, sales managers miscalculate which activities need the most attention, and waste their valuable time doing nonproductive things.

In this article I will concentrate on a list of 10 activities that sales managers should focus on. In your company you may have more than 10, but let’s use this as a starting point:  

  1. Coaching Salespeople: This should account for about 50% of sales managers time. They should focus on 3 types of coaching conversations – administrative, strategic and situational. In a 40-hour work week, about 20 hours of their time should be spent directly coaching their salespeople in a structured, organized fashion. This almost never happens in companies before we start working with them and helping managers learn how to coach.
  2. Motivating Salespeople: Motivating sales people should be around 10% of their time. Your sales managers need to learn what motivates each individual salesperson. It seems obvious, but few managers understand that not everyone is motivated the same way. For example, do your sales mangers know who on their team is intrinsically or extrinsically motivated? Do they understand that an intrinsically motivated person is going to get more motivation from a quiet, “atta-boy” in the hallway after the sales meeting? On the other hand, an extrinsically motivated person is going to thrive on public praise and wants attention during the sales meeting.
  3. Measuring Performance/ Accountability: This should be about 15% of their time. Holding people accountable is really about setting clear, key performance indicators. What are your sales managers measuring, and how are they holding their team to these standards? Best practices for this are to have a handful of leading indicators - number of appointments, quality of appointments, activity, how many calls are they making per week. Also, be sure to have lagging indicators - Are we closing business when we say we will? Are we holding our margin? Are we tracking to our revenue plan? And most importantly, how do the conversations between managers and salespeople change when they are falling behind?   
  4. Recruiting: Recruiting should be about 5% of their time. We believe sales managers should be recruiting all the time, but that doesn’t mean it needs to take up a lot of their time. Part of creating a culture of accountability is being ready to let go of low performers, and the only way you can do that effectively is if you're constantly recruiting and building your virtual bench. We believe a busy, productive sales manager should spend about 5% of their time maintaining your virtual bench and doing some sort of recruiting activity. Obviously, that might spike up in certain periods if you're opening more positions.
  5. Crisis Management: About 5% of their time should be budgeted for this. This really refers to handling client crises and other situations that may come up. The key here is to make sure it doesn’t consume all of a sales manager’s time. If that’s the case, there may be a bigger problem in your sales process.
  6. Internal Company Issues: About 5% of sales manager’s time should be used for internal company issues. When dealing company issues such as new policies or sitting on a marketing committee, really guard your sales manager's time. Ask yourself before you invite them, do we really need their input or can we move the ball forward without it and then review it with them later?
  7. Planning/Managing Compensation: This should really be 1% of their time. It shouldn't be a big issue. It's something you're typically looking at annually. Again, that goes back to understanding how your team's motivated, are they more intrinsic or extrinsic? Most sales people are going to get more motivation from a higher-based salary and the opportunity for unlimited upside potential. Make sure your comp plan aligns with that.
  8. Organization/Reorganization: Organizing and reorganizing, again is more of a periodic activity, and should maybe be 1% of their time. Again, make sure you guard your sales manager’s time. We’ve seen situations where managers are consumed by a constant shuffling of territories, people, and strategies.
  9. Business/Product Strategy: Limit business and product strategy to maybe 3% of their time. One of the advantages that sales people bring to product managers is their real time feedback from the market. As this is helpful information, sales managers often get sucked in too deep with this that it consumes their time.
  10. Direct Selling: We think 5% of manager’s time should be allocated to directly selling to the market. We believe every sales manager should have a book of business. That's the only way they're going to stay sharp. That's the only way they're going to stay current. They still need to have some clients and directly sell.

You may have other activities that you want your sales managers to focus on, but this list provides a good starting point. When is the last time you focused on where your sales managers are investing their time? How confident are you that they are spending their time in the right areas? Are they getting a good return on their time and if not, what needs to change?

Also, if you don’t have sales managers, and you’re the sales manager by default, which of these activities are you not getting to? My guess would be; you're probably not spending as much time coaching your sales people as you need to. If that's the case, we need to talk, so contact me and we can tell you more about our accountability coaching program.

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Top 5 Mistakes New Sales Managers Make

shutterstock_259428155.jpgIs it time to provide some “adult supervision” for your sales people? Has your revenue grown to the point where you can make the business case to invest in having a full time sales manager? Congratulations! As you scale your business you’ll find the complexity of managing your pipeline, developing your sales people, expanding into new markets, implementing systems and processes, etc. will continue to increase and accelerate. If you’re ready to hire a sales manager, here are some common mistakes you will need to navigate to realize the full return on your investment.

The first decision you have to make is where to find your new sales manager. This article will focus on hiring from within or promoting one of your current sales people. Next week we will focus on hiring a brand new sales manager from the outside.

When sales managers get promoted from within they often struggle to be successful and the impact can hurt your business. Not only do you have an ineffective sales manager, you also lose the revenue that person used to produce. In many cases it’s as simple as helping your newly promoted sales manager remember the skills that made them successful when they were a sales person. Here are five common mistakes to watch out for:

  1. Ask Questions: The number one thing we see is sales managers forget how to ask questions. Great coaching conversations revolve around asking questions. Getting your sales people to discover for themselves why they are getting in their own way, why they're not asking enough questions, why they're not discovering things with their prospects. Instead of telling people what to do, sales managers need to transfer their great questioning skills that made them successful as a salesperson to their new role as a sales manager. The questions they need to ask are going to be different, but the skill set needs to transfer.

  1. Understand Differences: The second mistake we see new sales managers make is they assume everyone is going to be like they were. They assume that everyone should do what they did to be successful, instead of recognizing that everyone on their team has their own unique set of strengths, and challenges, and tailor their coaching around those. Instead of trying to build everyone in their image, they should instead take the time to understand what makes each person on their team effective, and how can they build on that rather than try to change it to match what they used to do. The faster a new sales manager recognizes that not everyone has to do it the way they did, the faster they're going to grow and develop their team.

  1. Holding On: The third mistake that we see new sales managers make is they care too deeply about their old clients. It makes it extremely difficult for the new person who has to take over those accounts to be successful and to establish credibility, if the new manager is babysitting and checking-in with those old clients. You have to let that go. Give your new person space to establish a relationship and build rapport with those customers and serve those customers.

  1. Too Friendly: The fourth mistake we see new sales managers make, particularly if they were promoted and they are now managing their former peers, is they're too friendly. They really need to assume their role as a sales leader. Be a little standoffish, be a little aloof, and establish that space. They're no longer a peer, they're a boss and they have to act accordingly. They have to maybe skip going out to that happy hour, or skip going to the ball game unless it's in a business function, and not be so friendly.

  1. Avoid Tough Decisions: Finally, somewhat related to that, another mistake we see new sales managers make is an unwillingness to let go of mediocre talent. They're too patient and too tolerant. It may be in part because they know these people from when they were peers. I think this a problem that not only affects new managers, I think all sales managers struggle with this. They'll look optimistically at a person's pipeline and think, "Boy, they're right around the corner. They're going to turn this around," instead of setting high expectations and holding them accountable to it. Being ready to initiate a recruiting project when somebody's not performing up to par.

These are some of the common pitfalls you need to navigate if you hire from within. The advantages of promoting an existing team member are that they already know your business, markets, and customers. So if you can navigate through these pitfalls, promoting from within may be the shortest path for making a return on your investment. Then again, we’ve seen too many companies promote their top sales person to sales manager with disastrous results. As CEO make sure you are carefully considering these common pitfalls before looking outside for a new sales manager.

Not sure you're ready to take the big step of hiring a sales manager, but still need help holding your team accountable?  One of our services here at Intelligent Conversations is our Accountability Coaching Program.  This program helps sales teams that report directly to the owners/CEOs through regularly scheduled, structured accountability coaching calls with our Intelligent Conversations coaches.  Learn more about that program here.

 

Are Your Sales Managers Having the Right Coaching Conversations?

Most sales managers believe they’re already having coaching conversations, but when we dig a little deeper it’s easy to learn that what they consider a “coaching conversation” usually is more focused on updates and administrative tasks than development and growth. The conversations we observe from sales managers tend to fall into three categories: 

  • Administrative – reviewing the sales forecast, discussing key performance indicators, checking progress against the plan for the month/quarter/year, updating the forecast, reviewing progress against a specific marketing initiative, discussing the territory plan, making plans for an upcoming trade show, reviewing expense reports or mileage, etc.  Typically, this should be about 10% of a coaching conversation – or six minutes during an hour long meeting.  It should be a quick discussion to review and confirm information that is already available somewhere else (in the CRM, reviewing calendars, etc.).  Too often we see sales managers focusing 95% of their conversation on these types of administrative topics.  Certainly you can fill a 60-minute coaching conversation going over these items, but is that the best use of time for two valuable team members?
  • Strategic – identifying new markets to pursue, updating a “top target” list, sharing market intelligence, reviewing pricing strategies, exploring different ways to solve a problem, planning a negotiating strategy, reviewing market coverage statistics, etc.  Typically, this should be about 10% of the coaching time, but not every week.  These are the types of conversations that should occur once a month or once per quarter where you may devote most of a meeting to a strategic topic.  Most sales managers who are focusing 95% of their time on administrative topics will balance the rest of the call with this type of discussion.  We’ve observed some managers who love “being strategic” and spend an inordinate amount of time developing “new strategies” to take sales to the next level.  But they never stick with anything long enough to execute these strategies and top sales professionals grow tired of the ever-changing directions and simply leave to find a job where they can do what they love to do – sell.
  • Situational Coaching – this is where the rubber hits the road.  In our opinion, 80% of a sales manager’s coaching conversation should be focused on what we call situational coaching.  This is where learning can occur.  What is it?  It is taking the time to review a recent call or make plans for an upcoming call and really diagnosing what happened or what needs to happen. 
    • Looking back at a past call, it’s about reviewing what happened, what could have happened differently, as well as how and why the sales person got to where they ended up.  Did they miss an opportunity to ask a question?  Why?  Were they distracted and not listening?  Why?  Did they gather the information they needed?  Why not?  Did they build a stronger relationship?  How?  What could they have done better?  Why didn’t they?  And so on.  A call review should look at both the underlying issue and the outcome.
    • When looking ahead it’s about talking through all the “what if” scenarios.  If a sales manager has been doing a good job reviewing past calls, they probably know what patterns to look for and can help the sales person think through how to avoid past pitfalls.  The best managers will role play the scenario, first demonstrating the right behavior (here’s how to position it, here’s how to ask this question, here’s how to keep them comfortable with you as you ask tough questions, etc.) then it’s about testing the sales person by having them role play.  Share feedback and observations, offer helpful tips, etc.

Here is a chart of the conversations we often see sales managers having during coaching conversations. How many of your sales managers are in the far right column? 

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For another good article on Sales Management check out Dave Kurlan's post from today, if for no other reason than the great title: Why So Many Sales Managers are So Bad 

Why Hiring Only for Skill Leads to High Turnover

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When we talk with hiring managers, the number one thing they tell us they are looking for is finding someone with "the right skill set." Does a candidate have the skills to get the job done? Did they go to the right school?  Do they have the right certifications?  Do they have the right industry expertise? Of course one of the challenges we see is the longer the list of “skills needed” the smaller the pool of available candidates.  It’s like looking for the perfect unicorn.

But what if focusing on skills didn’t have to be your main focus?  What if instead you looked for candidates who fit your culture first, then focused on skills. In some cases, a cultural fit is more important than a skill fit for a company. After all, you can train for skill but it’s harder to train for culture. If people aren’t a good cultural fit, they're not going to mesh well with your company. Why is that important? If you only hire for skill and you hire people that are a cultural misfit, you're going to increase turnover. You're going to have low employee engagement and low employee satisfaction. Your hiring managers are going to get frustrated and you may create high turnover there as well. In short, you're feeding a vicious cycle of turnover.

Hiring for a cultural fit doesn't mean compromising your process. You still need a rigorous process and you have to define exactly what you're looking for from a skill set perspective, but think in terms of defining the minimum skill set required. What's the absolute minimum they need to be able to do what you need? Make sure that they have the skills that you’re looking for, then shift your focus to culture.

For example, when hiring a sales person, we look for people who've had success in a similar sound environment. They don't necessarily have to have sold the exact product or service our client sells. We want them to have some parallels between what they've sold and where they've been successful in the past and what we're going to ask them to sell. We're looking at questions like who were they calling on? Were they calling on CEO's and owners, middle managers, consumers? What type of person were they calling on in the past? What level of resistance did they encounter in their sales process? How large sale price did they have? Was it a low dollar, high transaction kind of sale or was it a high dollar long sale cycle kind of sale?

Think about the people in your company who've been most successful. Think about the core values and attributes you look for in your company and for successful people in your company. Use this as a checklist of things you should look for when hiring. If you focus on the cultural aspect in hiring you are going to have employees who are a match and both the employee and your company will thrive. Cultural fit is something that's hardwired, while skills can be taught.

If you can shift the focus to be more on hiring for culture and training for skill, your candidate pool will improve and you will have more satisfied employees.

 

Dog Days of Summer

Dog days of summer, slow down, CEO

Are you accepting excuses from your sales team during the dog days of summer? When the weather turns nice everyone wants to enjoy long weekends and warm summer nights. But as prospects disappear, are you letting your sales team fall behind when they don’t need to?

One of the challenges we see with companies across the board this time of year is that everything slows down. It's tough to add new deals to the pipeline. It's tough to keep current opportunities moving forward. Particularly in a complex, multi-party sales environment. People are taking vacations this time of year, so if one of the key decision makers is out or on vacation, everything just takes longer. People take longer weekends and it's just easier for them to delay. You know how it goes, “Joe's not back until next Wednesday, we're meeting on Thursday, but then I'm on vacation the following week”.

It makes for stalled deals and slow movement. When that happens, it's really easy for your sales people to slow down as well. They take their foot off the gas, accept put offs, stalls and delays from their clients, and just wait until things get better. As a CEO what can you do to solve this slow down?

  1. Number one, everyone on your sales team needs to increase their activity level. While prospects may slow down, your sales team can counter that by increasing their activity levels. More calls, more voicemails, more emails, more InMails via LinkedIn. Think in terms of “polite persistence.” You don't want your sales team to be a pest, but you absolutely want them to consistently pursue prospects in multiple ways. It's not that buyers and decision makers aren't working this time of year; it just takes more effort to make contact with them.

As they’re doing that they can create a commentary. Coach them to say things like "Hey I know things slowdown in the summer, just wanted to find out if there's anything moving on this opportunity. When's the next time we should talk? You were supposed to get this to me by Friday, I didn't see it, how we doing?" Have them actually talk about the fact that it's slower in the summer and that's ok.  Just acknowledge it, and again, increase the activity. The other thing sales people need to do at this time of year is ask more questions. It's easy for the prospect to coast through the summer and not have an urgency to move forward. It’s not ok for your sales people to do the same. They need to ask questions to create urgency, to create incentives to move faster on these deals. Make prospects realize the benefits they'll accrue when they buy your solutions faster. That's what's going to separate and create urgency even in the dog days of summer.

  1. Second, remind them that while in July and August things really slow down, September is right around the corner. We get past Labor Day, kids go back to school, everyone's back from vacation. Buyers and decision makers look at their calendar and they realize, oh my goodness, I've only got four months left to make my number this year. If you wait until September to get going, you're already behind. It's your responsibility to make sure your sales team uses these dog days of summer to build momentum going into the final year-end push. 

 
  1. Third, remember many companies are starting their budget process in the August/September time frame. How can your sales team start planting seeds for getting in the budget for next year? Do they have the urgency to start filling their calendars right now, even though its summer?

As a CEO, are you accepting excuses and put offs from your sales team?  Ask them to do a little bit more during the dog days of summer and you’ll have a much stronger pipeline in the fall.

Is Your Hiring Process Stuck in 2014?

shutterstock_104559317.jpgTwo years ago there were more candidates available than positions available. It was fun!  Hiring managers and HR recruiters were able to do all sorts of things to people applying for jobs.  You could make candidates go through multiple steps, take online assessments, and go through round after round of interviews. And the best part was, candidates HAD to put up with it.  They had no choice.  If they wanted a job they had to go through whatever you threw at them.

Guess what?  The market has shifted and is no longer employer-centric. Today there are more positions
available than candidates to fill them.  So if you still have an overly complicated hiring process you’re probably noticing a high attrition rate. Candidates simply are not willing to go through multiple steps to get to an interview or get the job. 

The challenge is, how can you streamline your hiring process without compromising its integrity?  If you use best practices such as Topgrading or our Sales Talent Acquisition Routine (STAR hiring system) you know how valuable it is to implement a rigorous selection process. Is your hiring process as efficient as it can be? 

We recommend taking a critical look at every step of your hiring process and looking for opportunities to streamline it. Review every single thing that you ask a candidate to do, from the candidate's point of view, and ask yourselves, "What value do I get from this step? Can I remove it without detracting from the rigor of our hiring process?" It's a balancing act. You don't want to take away from having a rigorous selection process, but you also want to restructure it to make it more candidate friendly.

In our practice, we help our clients hire sales people all the time. For years, we would have candidates fill out an application, and then ask them some basic questions. After they took the application, we'd have them take an online sales assessment. After that, if they were recommended, we would schedule a series of interviews. We found this process was no longer getting us the candidates we needed, so something needed to change. We decide to eliminate the initial application because with their resume and assessment we would get all the information we needed.  We didn’t compromise our rigor, we just made it more streamlined and candidate-centric.  What steps can you review, modify or simply eliminate from your selection process to do the same?

Once you’ve streamlined your selection process the next step is to make sure you have your hiring team fully engaged.  When you have a quality candidate who's interested and engaged in the process, have everyone on the hiring team on high alert and ready to go.  Nothing on their calendar is more important than engaging the candidate in an interview.  Do your best to accommodate the candidate, not the other way around. After speaking with candidates, come to a consensus quickly, and decide what you want to do. Quality candidates are not going to wait around. I've seen too many companies lose great candidates because they can't get their hiring team to engage in a timely fashion. 

Eliminating steps in your selection process and keeping everyone on your hiring team focused and engaged will help you win the war on talent. The companies who are able to maintain a rigorous, candidate-centric process, are going to attract better talent and hire better people. The faster you can get someone onboard, the faster they can get through the learning curve and begin producing results for your company.