Recruiting takes time. It requires goals and strategies. And, it will be never-ending if you do not do it well. The Inside Sales recruiting you do now can staff your team by end of January for performance by end of 2015 Q1 – if you do it well. Here’s the 5-step guide to hire a successful Inside Sales future.
5-step guide to hire a successful Inside Sales future
- Understand the work. You can make no assumptions about the work your Inside Sales Reps do. No two departments operate exactly the same way. Yours has its product(s), its features, its prospect pool, and its unique selling proposition.Each department has a procedure and operational procedure. You cannot assume that a candidate with sales experience in a similar product line is the best choice for your department. And, you cannot assume an experienced applicant has experience with your software, motivation, or competition.
- Give it time. Hiring quickly puts a body in your sales cubicle, but it rarely staffs to quality performance. Quality recruiting and reducing turnover may require a specialist. It may take up to 75% of your time. As a constant activity, most Inside Sales Managers do not have the time to take it on themselves.If you can reduce turnover, you can better anticipate your needs over the next year. Start now as early as two quarters in advance to identify and eliminate poor performers. You should know your talent requirements before they arise; otherwise, the situation is managing you.
- Fill a pipeline. If you recruit for talent and potential, you can build a pipeline of promising candidates. Too often managers recruit to replace a specific person. But, when you do, you do not recruit to position and not promise.When you land an Inside Sales Rep with experience, you also hire someone who was not happy with his/her previous job or money. After all, you will train hires to your product, needs, and systems. Training them away from previous performance only takes time. So, it makes more sense to recruit talent, ability, and motivation.
- Farm the future. Your recruiting pipeline should include several tracks. Farming for the same person all the time does not reflect your real needs. For example, you may need a “relationship builder,” “qualifier,” or “closer.” Each is a different strength requiring identifiable pre-dispositions.You can develop qualifying and interview strategies that cultivate one strength or another. Behavior-based questioning invites candidates to describe or narrate experiences or address scenarios. Encourage candidates to visualize and place themselves in futures.
- Listen creatively. Last but not least from our 5-step guide to hire a successful Inside Sales.
A successful Inside Sales Department evolves. It grows dynamically, and its people are the means to its evolution. So, recruiting to replace only leads to a static situation.You will want to listen to applicants to hear what they bring you in terms of change and potential. You want to know how they see themselves and how they think they can make that happen. If they are ambitious or motivated, they can see themselves months and years down the road. They become an invaluable candidate when that vision matches or exceeds your vision.
Every Inside Sales Manager needs quality people. And, while there is quality to be found, you have to know it when you see it. For example, quality does not lie in metrics completed so much as in the willingness to learn, collaborate, and compete. With the 5-step guide to hire a successful Inside Sales future, you can create a flow with promise and potential, the energy and malleability to develop and form solutions to your recruiting needs well into the future.