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  • Topgrading For Sales How to Hire Only the Best Sales Reps Topgrading For Sales How to Hire Only the Best Sales Reps Download the Sales and Marketing Effectiveness Kit
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  • ANTITRUST REMINDER 2013 Phillips 66 Marketing Conference & Trade Show ARIA Resort & Casino, Las Vegas, NV -- May 21- 24, 2013 It is the policy of Phillips 66 to comply strictly with antitrust laws and to avoid the appearance of conduct which might be misconstrued by others as violating those laws. Because competitors are represented, we must all be mindful of the Antitrust Laws. We must, of course, carefully comply with the Antitrust Laws and conduct our affairs so that there is not even an appearance of possible impropriety. The primary Antitrust Law of concern is the Sherman Act, a federal law that prohibits conduct that restrains trade. The Act has been interpreted by the courts to prohibit agreements between competitors to fix prices, allocate customers or territories, refusal to deal with third parties, to restrict output or any other type of action to threaten or extract concessions from another company, or any other similar anti- competitive joint action. In some instances, violations are deemed to be felonies and can result in substantial fines and imprisonment. Unfortunately, because conferences like this one in general bring competitors together, they have sometimes been misused to engage in restraints of trade in other industries. For that reason, it can be anticipated that antitrust enforcement personnel and others hoping to find support for the existence of improper conduct will be interested in what transpires at such meetings. It is therefore critical that these meetings be conducted in a manner that does not inadvertently create false inferences of possible impropriety. You can do your part to protect yourself and others by not engaging in any discussions that could possible be considered as anticompetitive. Such adherence is required while at our Conference, during any sidebar discussions that may occur before or after the Conference and during any breakout sessions and breaks. Should you have any questions during your discussions, please consult with your respective legal representative.
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  • Questions ? Click here for help!
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  • The Importance of Effective Hiring Page 5 Mis-hire Cost Categories 1)Hiring 2)Compensation 3)Maintenance/support 4)Severance 5)Their mistakes/failures 6)Disruption 7)Lost revenue 5x Top rep production vs. avg. sales reps 7 out of 10 # of rep hires that are mistakes Invest in a hiring process to avoid the mis-hire
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  • Sample Cost of a Mis-hire Page 6 Cost Categories Contributions
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  • Topgrading Talent Management Key Process to Effective Hiring Page 7
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  • Approach to Interviewing Page 8 Use a detailed Interview Guide which has instructions on what to do: Prior to the interview During the interview After the interview
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  • What NOT to do When Interviewing Page 9 1.Skip rapport-building at the beginning 2.Its about you, not them (leads to less rapport and information) 3.Miss a stop sign on body language or a comment and fail to uncover key data (reason for early Tandem technique) 4.Decide not to push for specific data 5.Allow a candidate to avoid low points or weaknesses 6.Criticize the candidate so they will learn honesty is not safe 7.Allow the candidate to ramble
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  • Defining A, B and C Players A Player: One who qualifies among the top 10% B Player: One who qualifies among the top 11-35% C Player: All those below the top 35% Page 10 Have a complete score card
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  • Upfront Screening in Hiring Process Complete Career History Form Screen candidates via phone interview Standard interview questions complete (traditional culture questions) Online personality test complete (PeopleAnswers, Caliper Corp) Page 11 Competency assessments, scenario based questioning, and job trials are reserved for the select few Appropriate hiring practices require substantial time commitment to avoid the mis-hire Investing the time now will save you in the long run
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  • Ability & Fit Lenses to Spot A Players Page 12 Has the attributes required for performance and accomplishment Grade them on the Scorecard Competencies section Grade them on the Scorecard Accountabilities section Has the abilities or qualities (e.g. character, culture, chemistry, goals) enough to mesh with the business and into the role Can they get the job done? Are they a good fit? AccountabilitiesCompetencies Accountabilities Competencies
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  • Defining Relevant Accountabilities Page 13 Define each appropriate accountability Define the unit of measurement Define either an internal, external or both benchmarks
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  • Defining Relevant Competencies Page 14 Determine which competencies are nice to have vs. must have Define each appropriate competencies for your company Compare candidate score to benchmark peer group
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  • Leveraging Scenario Based Questions Page 15 Use scenario based questions for relevant competencies Scenario questioning results in more substantive answers from the interviewee
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  • Incorporating Micro Projects into the Hiring Process Page 16 Real life projects provide understanding of candidates capabilities How will candidates react to the task? How do they leverage resources? How do they define the problem, prioritize recommendations? This also gives candidate opportunity to determine whether line of work is appealing Conclude project with presentation to manager (via online and/or f2f)
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  • Best Practice: Include a Job Trial Page 17 Develop job trials relevant to your company/industry
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  • Job Trial Scorecard Page 18
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  • Quality Reference Checking Page 19 Threaten a reference check to get candidates to tell the truth
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  • Using Reference Interview Results Page 20 Input: former boss of a #1 candidate for a Sales Manager opening provided rich negative information Goal: Confirm consistency Career History Form Topgrading Interview Reference Interview Triangulate the candidate
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  • Bringing the Interview Process Together Page 21 Score candidates across each phase of the interview process If top candidates do not accept offer, determine whether environment is suited for A players
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  • The Hiring Process Continues Through Onboarding Page 22 Effective hiring requires a strong onboarding process Strong onboarding reduces time and cost of ramping up new hires
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  • Page 23 Individual Development Plans Employee Information Name:Date: August 2011 SAP #: XXXXXLocation/Department: Sales Job Title: Sales ManagerName of Supervisor:
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  • Page 24 Career Action Plan Library
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  • How Can You Get More Info About SBI? 25 Download the Sales and Marketing Effectiveness Kit