7 mistakes managers make when hiring salespeople

Article Written By: dave pearce

1. Not being clear about the sales role!

Sales roles differ. Trying to hire a sales person without a very clear idea of what the job entails is like the casting director of a film auditioning actors without really thinking about the role to be played. You may see lots of talent but it may not be the appropriate talent. If you are clear in the sales role that is to be performed then you can be very clear in other areas as well. As an example if you were writing an ad to hire andquot;huntersandquot; vs. andquot;farmersandquot; ads wording should be different in order to appeal to their differing personalities and associated andquot;hot buttonsandquot;. You would interview them with differing concerns in mind, necessitating different questions and different andquot;red flagsandquot; to address. I won't even get into how differently they might be managed if you were hiring one vs. another.

2. Not realizing that personality traits are like double-edged swords!

When it comes to our personality traits our strengths and weaknesses are like two-edged swords. Many managers don't seem to realize this when they are hiring sales people. Their description of ideal candidate attributes is often a listing of qualities that just do not exist in any one person. For example, andquot;huntersandquot; are very independent. If you are hiring this type, how realistic is it to also want that person to follow procedures and rules? I see many, many examples of these kinds of andquot;conflictingandquot; descriptions. Analytical extroverts do not exist! Nor do independent team players! Figure out what the job requires and then think about the kind of personality one needs to perform the job. Be very conscious of these andquot;conflictingandquot; criteria. Try to think of the andquot;flip sideandquot; of the trait that you need in order to understand the andquot;down-sideandquot; of that trait. Avoid making a andquot;shopping listandquot; of desirable traits. The bigger the list the greater the chance it is unrealistic.

3. Mistaking sociability for assertiveness!

Outgoing and sociable applicants tend to appear to be assertive. Some are but many definitely are not. Sociable types are in their own arena when being interviewed. They know what to say and what you want to hear. Interviewers are at a serious disadvantage when interviewing this type of person. It may not be that much of an issue if the sales job does not require a high level of assertiveness. On the other hand if you are trying to hire andquot;huntersandquot; then these highly sociable but non-assertive types can really fool you. Remember, high sociability is one thing and assertiveness is another, but high sociability looks like high assertiveness.

4. Placing too much emphasis on the interview

Interviews are tools; as are tests, reference checks and role-plays. They all perform specific functions directed towards making better decisions, so use them all. It is human nature and consequently common for interviewers to place an inordinate emphasis on the impressions they gain during interviews. With some applicants andquot;what you see is what you getandquot; so things will work out anyway. There are a couple of other situations though that you should be attuned to. The first is what we address above-highly sociable people. Remember, these people are very good at knowing what you want to hear. Another scenario is when you are interviewing people who are introverted. It is quite likely that your sales positions require extroverts. There are some sales positions; particularly more technical sales roles that are a very good fit for certain more introverted type people. The point is that introverts are out of their arena when being interviewed and therefore, do not come off very well. Some of them though, could be andquot;diamonds in the roughandquot;. Take the time to look beyond the interview when interviewing this type.

5. Failing to see things from the applicant's perspective!

This covers a lot of ground. An example might be hiring someone to sell on straight or largely commission who will barely survive for the first several months. Ask yourself if you would do it. Another example might to hire someone who is overqualified for the position. They may have the ability to do the job but if they are overqualified they may see the position as beneath them and therefore not use their abilities to do the job. Other examples would relate to how the person andquot;fitsandquot; what the job requires. If the applicant is very independent and the job is very structured you really are trying to fit a square peg in a round hole. Not a good idea! As a general guideline if you are pretty sure the applicant sees the position as a great opportunity, that is a good thing.

6. Not being consistent with the questions you ask and the tools you use!

It can be difficult to weigh the various strengths and weaknesses of job applicants. Inevitably comparing applicants is like comparing apples to oranges. Don't complicate the task further by being inconsistent with the questions you ask and the tools you use. Try to do the same thing with each job applicant. Create as much consistency in your methods as possible. Whether it is the same questions, tests, role-plays or other tools, just try to do the same with each person. If you can, find 4 or 5 questions that you ask each person and come up with some rating system to use during the interview that you can refer to later on.

7. Doing all the work!

You learn things about the applicant with your eyes and your ears and not when you are doing all the talking! Get the applicant to do the talking and andquot;performingandquot;. In addition to the standard questions you should ask of all applicants have them take part in some simple role-plays. Have the applicant sell you the pencil (or stapler, chair etc.). What about having the applicant role play a phone call to you to get an andquot;appointmentandquot;? How about getting them to do something after the interview such as an andquot;assignmentandquot;. Specify a deadline of say 4pm on Friday afternoon. Have each one email you a one pager on why they are the best person for the job. This simple andquot;assignmentandquot; will tell you a lot about each. Best of all they are doing all the work!

About the Author

David Pearce is the President of Salestestonline.com Established in 1986, Salestestonline.com is North America's #1 provider of web-based sales testing. Visit http://salestestonline.com/ for information.

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