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Why Performance-Based Recruiting Produces Top Sales Performershttp://Publish101.com Fr*e-Content Article Distributed by Publish101Free-Reprint Article Written by: Alan Rigg See Terms of Reprint Below. We have moved our TERMS OF REPRINT to the end of the article. Be certain to read our TERMS OF REPRINT and honor our TERMS OF REPRINT when you use this article. Thank you. This article has been distributed by: Article-Distribution.com Helpful Link: The Digital Millennium Copyright Act - Overview www.gseis.ucla.edu/iclp/dmca1.htm ---------------------------------------------------------------------
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Written By: Alan Rigg Copyright: 2005 Contact Email: alan.rigg@thephantomwriters.com Article URL: thePhantomWriters.com/free_content/d/r/performance-based-recruiting.shtml For more free-reprint articles by this Author, please visit: thePhantomWriters.com/free_content/d/index.shtml#Alan_Rigg --------------------------------------------------------------------- Why Performance-Based Recruiting Produces Top Sales Performers Copyright © 2005 Alan Rigg 80/20 Performance www.8020performance.com Many recruiting ads and job descriptions include "knockout factors" that can actually screen out QUALIFIED sales candidates. One example is a requirement that candidates have an undergraduate degree, a graduate degree, or a degree in a specialized field of study such as Engineering. Another example is a requirement that candidates have a minimum number of years of sales experience. When my customers' recruiting ads and job descriptions include these types of knockout factors, I like to have a little fun with them. I say something like: "(Name), imagine that I have two candidates for your sales job opening. One of them has both the college degree and the five years of sales experience that are listed as minimum requirements in your recruiting ad. The other candidate doesn't have a college degree, and she only has two years of sales experience. But, she has relationships with DOZENS of C-level executives that are good prospects for your company's products and services. She could easily book FIFTEEN APPOINTMENTS during her first week on the job. Which candidate would you prefer?" As you might expect, my customers always choose the candidate with the relationships. That is when I have to deliver the bad news: "(Name), unfortunately you will never see this candidate, because she is being screened out by your knockout factors!" If you want to improve the overall quality of your sales candidate pool, shift your focus AWAY from education and experience and TOWARD performance-based measures. How will you measure your new salespeople's performance during their first thirty, sixty, ninety, and 180 days? What ACTIVITIES will you expect them to perform? What RESULTS will you expect these activities to produce, and in what TIME FRAME? Here is an outline for a recruiting process that focuses on performance-based factors: 1. Write a Performance-Based Recruiting Ad: As you construct your ad, consider the following questions: * What kinds of companies or organizations are good prospects for your company's products and services? Your ad should state a preference for job candidates that have existing relationships with these kinds of companies and organizations. * Who are the most productive people (job titles) for your salespeople to call on? Your ad should state a preference for candidates that have existing relationships with people that have these titles, and/or a proven ability to prospect successfully to people at similar levels. * What specific sales production (such as pipeline dollar volume, sales dollar volume, etc.) do you expect your new salespeople to produce during their first 90 days? Make this expectation crystal clear in your recruiting ad! 2. Scrutinize Resumes for Accomplishments: Smart salespeople know that RESULTS SELL. When these salespeople prospect, they talk to potential prospects about the results their companies have produced for customers. When they write resumes, they write about the results they have produced and their other accomplishments (awards, recognition, etc.). 3. Conduct Telephone Screening Calls: For candidates that have interesting resumes, schedule a 20-30 minute telephone screening call. This will give you an opportunity to ask performance-based questions related to two critical performance factors: the candidate's RELATIONSHIPS and their PROSPECTING ACTIVITIES. Here are sample screening call questions: * Who do you know that might be a prospect for our company's products and services? * What relationships do you have that could be leveraged for appointments during your first few weeks on the job? * What activities do you typically include in your prospecting plan? * What percentage of your time do you spend on each activity? * What results have these activities produced for you in the past? * How long did it take before you started making quota consistently in your current job? 4. Assess Qualified Candidates: For candidates that pass the telephone screen, gather OBJECTIVE information about their talents via specialized sales assessment tests. The most effective sales assessment tests go beyond personality and behavioral traits and examine attributes such as Learning Rate and Reasoning Ability. 5. Conduct In-Person Interviews: Now you are prepared to conduct thorough, performance-based interviews. Why? Look at the information you have collected! For each candidate that you are going to interview, you should have in your hands: * A resume that lists key ACCOMPLISHMENTS * PERFORMANCE-BASED information collected during a telephone screening call * OBJECTIVE information about talents critical to sales success If you ask performance-based questions and clearly outline your expectations for new hire sales performance, you will attract FEWER POOR CANDIDATES, as some will de-select themselves. You will also attract MORE STRONG CANDIDATES, as they will no longer be screened out by invalid "knockout factors". The end result will be a steady improvement in the overall quality of your sales organization.
--- END ARTICLE --- ..................................... TERMS OF REPRINT - Publication Rules (Last Updated: April 7, 2005) Our TERMS OF REPRINT are fully enforcable under the terms of: The Digital Millennium Copyright Act thomas.loc.gov/cgi-bin/query/z?c105:H.R.2281.ENR: ..................................... *** Digital Reprint Rights *** * If you publish this article in a website/forum/blog, You Must Set All URL's or Mailto Addresses in the body of the article AND in the Author's Resource Box as Hyperlinks (clickable links). * Links must remain in the form that we published them. Clean links must point to the Author's links without redirects having been inserted into the copy. * You are not allowed to Change or Delete any Words or Links in the Article or Resource Box. Paragraph breaks must be retained where the author has placed them. * Email Distribution of this article Must be done through Opt-in Email Only. No Unsolicited Commercial Email. * You Are Allowed to format the layout of the article for proper display of the article in your website or in your ezine, so long as the words, links and paragraph breaks are not changed or deleted. *** Author Notification *** We ask that you notify the author of publication of his or her work. Alan Rigg can be reached at: alan.rigg@thephantomwriters.com *** Print Publication Reprint Rights *** If you desire to publish this article in a PRINT publication, you must contact the author directly for Print Permission at: alan.rigg@thephantomwriters.com ..................................... If you need help converting this text article for proper hyperlinked placement in your webpage, please use this free tool: thephantomwriters.com/link-builder.pl ===================================================================== ABOUT THIS ARTICLE SUBMISSION thePhantomWriters.com is a paid article distribution service. thePhantomWriters.com and Article-Distribution.com are owned and operated by Bill Platt of Enid, Oklahoma USA. The content of this article is solely the property and opinion of its author, Alan Rigg www.8020performance.com
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