8 Solid Strategies for Successful Sales Recruiting
When I was in field sales, I imagined myself the CEO of my territory and developed a plan to identify new opportunities. As an internal recruiter, I use the same principles and in this post share 8 strategies for hiring great sales talent.
1. Understand the Landscape and Roadmap
It is important to have a good relationship with the internal business unit, or internal client looking to hire talent. I was fortunate enough to work closely with an SVP of Sales who understood the value of a strong recruiting relationship. As the team was being built we met often and refined the process as needed.
One of the first things to do is meet with sales management and understand the organization chart, the team’s culture, hiring road map, and competitive landscape. Recruiting is selling! Ask the hiring managers and directors why they joined the company, what do they see as an advantage over the competition, and what do they love about the company? Additionally, ask to see product demos so that you can speak intelligently to candidates.
This is also a good time to identify what the ideal candidate looks like, develop a hiring strategy, and make sure everyone is on the same page.
2. Get Organized
In any recruiting function, proactively sourcing candidates is a must. To do so efficiently it is important to have an organized filing system in place. After years of selling email marketing technology I am able to use that to my advantage by categorizing reps I interacted with into groups. For example:
Reps who worked for the competition
Reps that are not currently looking but asked that you follow up periodically
Go-getters with fewer years of experience
Reps that were extended offers, and declined
Reps that applied at one time, and now have the experience they need
Target candidate list
Groupings help establish targeted communications and focus attention depending on needs.
For example, one company I recruited for had an internal Women in Sales group supporting the professional development of its female reps. I found that referencing this in communications was a huge hit and attracted more interest with higher response rates.
The key to effective outbound emails is relevancy. I send out emails using different themes. I split test emails using different messages depending on the candidate profile. You can create drip campaigns or simply send out a second email a few days later with a tweaked subject line which statistically leads to a higher response rate. Individual personalized emails is another option since it generates a very high response rate. Yes, it will take a lot longer to do, but worth it. (more to come on this in my next post!)
As a sales rep, I had a target company list and in recruiting I have my target candidate list (in addition to my ongoing pipeline). This list consists of approximately 25-30 sales people that typically work for the competition, have a strong record of success, and check all the boxes. If after multiple touchpoints a candidate doesn’t respond, try a tag team approach and have someone in sales management send a note too.
In some cases there are candidates who are extended offers but decline or are not ready to make a move, but in my opinion, are potential rock stars. I keep organized details so that I can follow up with them later in the year. I find that many of them go to start-ups that look shiny, new, and promising, but which are unfortunately unable to commit to hiring promises and these candidates will be open to options down the road.
3. Work with Agencies, Make Agencies Work!
If you are tight on resources and have the option to use an agency, take advantage of that extra help.
Once you vet the agency you would like to use, make sure they truly understand your business.
Get them to get passionate about what you do and who you are.
Have them see a product demo and explain why your product and business is better
Provide them with talking points for candidates
Visit their offices. Let them all know who you are and get them pumped to sell your company. Bring them some swag, like a notepad with your company logo that will be on their desk, and keep your company name top of mind.
And more importantly always give immediate, detailed feedback on rejected candidates. This will only help them do their jobs better which makes your job a lot easier. And don’t forget positive feedback too!
4. Good salespeople know good sales people!
Employee referrals are the best recruiting source because they typically yield strong candidates with less attrition. Consider developing a referral program that incentivizes employees for successful hires. Reenergize the program by routinely prompting employees for referrals.
A month after new sales people are hired, and they are still in the honeymoon period, is a great time to ask for referrals. Ask them who the top reps were at their previous employers. If they don’t feel comfortable having you mention their name, treat it as a cold outreach and still give them a referral fee. After all, this person just saved you a lot of time.
Other Ideas:
Buy some pizza for a low-key get together and ask attendees for names of friends and former colleagues that are strong performers. Just because their friend is not looking to make a move today doesn’t mean they won’t in the near future.
Reward employees with Starbucks gift cards for any referrals that make it to the phone stage
5. The Call
Once you’ve targeted the talent pool, it’s time to dig in to find the right people. Don’t forget to ask the hard questions and qualify-out candidates so you’re not wasting each other’s time.
Decide ahead of time what questions to ask and who will be asking them to ensure they meet their requirements. Breaking up the questions into different competencies can be an effective approach.
Some of my favorite questions to ask of a prospective rep:
What motivates you?
What is your prospecting strategy?
Walk me through a deal you are most proud of.
Tell me about a deal that went sideways and what you learned from it.
Tell me about a time you went over and above to make something happen.
Asking the above questions will help you assess if they are a hard worker, have good sales acumen, and the drive to succeed. For any reps that played sports, that is a huge plus. They know how to work as a team, are very competitive, and coachable!
After the initial phone screen, just like in sales, I always ask myself what are the top things that could potentially blow up this deal, or in this case the new hire?
Key things to look for:
What is important to him/her in that next role?
Salary expectations?
What does that next ideal role look like?
Is the commute to the office a problem for them?
Are they close to getting an offer?
What to communicate when selling your company:
Number of reps that hit their quota.
Why your company is a great place to work.
Why your product or solution is better.
What the top sales reps are making.
How much your company has grown and future growth plans.
6. Once an offer is signed, your job is not done!
It is important to keep candidates warm and engaged
Have a check-in call a few weeks prior to their start date
Invite them to an all-hands meeting
Have the hiring manager coordinate a team outing such as lunch or drinks after work
Send a welcome card signed by their teammates along with a company tee shirt
A really nice touch is having the head of sales directly send a quick note to the new hire. I have worked at companies where the CRO or CEO has sent me an email and it left a lasting impression.
7. Hang on to the Ones you Let go
During the interview process, it’s important to be responsive, even to those candidates not selected. If you decide not to move forward with a candidate take the time to introduce them to agencies or job sites that you found helpful. Build a long-term relationship and make them feel good!
Send a short introductory email about the candidate to an agency you have a good relationship with
Add non-selected candidates to a newsletter or mailing list, keep them connected to your company and potential future job postings
Stay connected through LinkedIn and other networking platforms
Reach out directly for 1:1 touch bases
8. Do it Better and Again
Always refine the process. Doing a candidate analysis with the hiring managers after the first 6-12 months can be helpful.
In my second year on the job, I approached some of the top reps and asked them what they thought of my emails and what made them decide to join our company. These insights help pinpoint winning strategies and make acquiring future talent more efficient.
Bear in mind that for all the strategies discussed above, repetition is key. An event or email may not resonate with or be at the right moment for a prospective candidate, but when you reach out months later it may just what they were hoping for.
Key takeaways
In recruiting, having a great relationship with the sales management team is necessary. Develop a recruiting strategy that has a multi-pronged approach along with strong organizational skills will lead to success. Try to make the candidate experience as memorable as possible by helping them and always being responsive.
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