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by Theresa Gale
The Fastest "Ramp Up" May Not Be the Best Job Candidate
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After years of enterprise, a family-owned remodeling company decided to hire a dedicated sales person in order to further develop the business. Since it's founding, one of the owners had served in this capacity. However a steadier flow of work was required to keep the company's growing construction staff fully operational.
We, at Transform, were called upon to oversee the hiring process. Following the development of a thorough job description and decisions on compensation, local and national advertisements were placed, yielding a healthy selection of candidates. Very quickly the field was narrowed to three applicants. Two of the candidates had more than 20 years of sales and construction experience. The third candidate was a successful advertising sales representative for a local newspaper who had specialized in the sale of ads to new homes builders. One of the industry experienced candidates was immediately disqualified following a face-to-face interview. We asked the remaining two candidates to complete the Kurlan sales assessment profile, to help determine if the candidates - (1) had the ability to sell, (2) had the motivation to sell, and (3) would be easily trainable. After taking the assessment, Mary Anne interviewed each candidate to more fully determine their background and sales experience.
After the company leadership met with the two candidates, they felt strongly that Candidate One (with industry experience) was the best choice based on his understanding of the business - and would ramp up quickly. Based on the Kurlan assessment, Candidate One was deemed hirable and held a 31% potential for growth. Based on her interview with Candidate One, Mary Anne shared her thoughts. He was more experienced, would sell and could be successful in sales, but he was a business owner (land development) who felt the need for full time work given a slowing economy. Because of this, Mary Anne questioned his long term commitment and longevity with the company.
Discussion concerning Candidate Two revealed that he was young, energetic, family-oriented, and his assessment showed that he had a 121% growth potential. Mary Anne noted that while he was lacking in direct industry sales experience, Candidate Two was both highly trainable and shared a philosophical sales process that mirrored that of management. Following this discussion, the management leadership reversed their initial decision and offered the position to Candidate Two based on his energy, follow-through, and drive.
Candidate Two accepted the position and immediately entered a 90 day training plan created by Mary Anne, which included her site visit and meeting after his first month and a half on the job. Within six weeks the new sales person was handling calls and writing estimates. By his eighth week of employment, he had sold $205,000 in new business and has another $275,000 in the pipeline. Company management reports that business is more active than ever before.
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| On The Road...
Magazine Articles, California Fires, New Research and more
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 Theresa offered her perspective on dealing with workplace confrontations in an article entitled, "Collision Course," featured in the Fall 2007 issue of Upscale Remodeling.
Mary Anne has been traveling extensively. Since September, she's been in Scotsdale, AZ helping clients to develop sales process; in Tysons Corner, VA assisting clients to redesign their company through focus groups; in Chicago, IL, assisting with sales team development; and most recently in Santa Clarita, CA, where she assisted client leadership in sales development - while attempting to avoid the wild fires visible from her hotel.
Wally concluded a four-week training class for sales professionals in Frederick, MD, based on Wake Up and SELL, written by Theresa and Mary Anne. Topics covered included, "Identifying and Overcoming Personal Obstacles to Selling Success," "Developing a Sales Process," and "Creating a Success Plan." Wally reports that at the conclusion of the class, all participants had modified their sales behaviors and process, and had written a plan to close more business.
Jean recently conducted market research on recruitment and retention best practices for a VA accounting firm, providing them with the inforrmation needed to establish employee branding in their marketplace |
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| Mary Anne Wampler |
During our busy months, we halt all training so that our employees can focus 100% on the business. Is that a good practice?Does Tiger Woods stop training between tournaments? Hardly.
It's not a good idea to stop training altogether. But during busy seasons, training needs to respond to the demands of the current situation - specifically with regard to delivery and content. For example, while nothing can replace on-site group training, a conference call or webinar may prove an adequate substitute if employees are separated by geographical distance. Despite employee exhaustion, training content that relates to the issues of the current situation can provide the needed shot of logic and inspiration that will improve employee's success and morale.
Do you have a work related issue? Email Mary Anne. |
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WALLY OLSON
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