Process for Recruiting, Selection & Training of Sales … · Process for Recruiting, Selection &...

Process for Recruiting, Selection & Training of Sales People

Effective ways to staff-up for an expanding new car market!

WithSteve Nickelsen of Nickelsen Partners

Moderated byMike Bowers, Executive Editor, DealersEdge

Thursday, May 19, 20111 – 2:30pm ET

Steve Nickelsen, Nickelsen PartnersSteve Nickelsen, CEO of Nickelsen Partners LLC, has focused on improving dealership net profit for the past 25 years. In his personal consulting to dealers and as leader of other consultants, he has worked with more than 8,000 dealers, general managers, and sales managers to improve their businesses, and he has trained more than 20,000 automotive salespeople. His clients include some of the most profitable automotive organizations in North America, as well as some with among the highest customer satisfaction and retention.

He is a frequent speaker for companies and conventions related to the automotive industry, and he has been the highest-rated speaker at NADA. In addition to working directly with car dealers, he has worked with OEMs and importers to help them improve the sales, profitability, effectiveness, and satisfaction of their dealer bodies.

Examples of his work include: For a group of domestic-brand dealerships, helping them rise from average to outstanding sales performance (including making their largest store the #12 Chevrolet store in the U.S. in sales) by coaching the dealer and his management team.

For a dealer with both import and domestic stores, enabling the dealer to achieve greater profitability -- and happiness -- by helping him define and implement consistent, effective processes for major dealership activities, particularly the vehicle selling process, thereby creating an earned confidence that the operations were stable and under control.

For a Canadian importer, helping them achieve month-over-month sales growth in an otherwise declining market, by creating and conducting a series of targeted performance workshops. For a distributor of Toyota vehicles, helping them grow their market share by more than 15% over two years, through work with the distributor and directly with their dealers.

www.nickelsenpartners.com

A DealersEdge® WebCast with Steve NickelsenCEO, Nickelsen Partners, LLCProduced by Steve ProbstPresident, Nickelsen Partners, LLCMay 19, 2011

New Processes for Recruiting, Selecting, and Training

Salespeople – and Other Positions


Your Presenter Today: Steve NickelsenCEO of Nickelsen Partners, LLC� Nickelsen Partners, LLC is in the business of

increasing dealership profits. We do that through:– Identifying, creating, and sharing best-practice ideas– Working closely with our clients to implement those

ideas through consistent processes, people development, appropriate technology, andsupportive incentives

– Providing focused tools to support execution and enable the management of those processes

� In that course of that work, we have worked with more than 8,000 dealers, general managers, and sales managers and have trained more than 20,000 salespeople.

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In Just the Past Year, Car Dealer Clients of Nickelsen Partners Have:

� Increased year-over-year new-car sales by at least 75% at each of several stores within six months of retaining us

� Doubled used-car sales in just a few months

� Increased service revenues enough to pay for our consulting engagement in just five days

� Established cutting-edge centralized used-vehicle management processes that supported dramatic increases in used-car sales and inventory turns

� Turned a loss of over $80,000 per month into a profit in four months

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Today’s Agenda� Why have a R, S & T process?� How many do I need to hire?� How do I attract them?� Where do I find them?� How do I improve my odds of

hiring the right people?� How do I get them up to speed

FAST?� How do I keep them employed?

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Agenda� Why have a R, S & T process?� How many do I need to hire?� How do I attract them?� Where do I find them?� How do I improve my odds of hiring the right people?� How do I get them up to speed FAST?� How do I keep them employed?

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Why have a R, S & T process?� Improve selection

success – Fewer wrong hires– Fewer missed hires

� Most interviewers have a “sales” orientation– Selling the job will

increase long term mistakes

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How Many Do I Need to Hire?

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What I Need to Have

What I Already Have

What I Need to Hire- =



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What I Need to Have

What I Already Have


■ Sales goals■ Customer count

during peak times■ Expected sales per

salesperson■ Salesperson roles:

– Internet leads?– Phone leads?– Prospecting?– Other?



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What I Need to Have

What I Already Have






■ Current sales staff■ Excluding “C”

players■ Expected retention

of existing staff■ Current sales per

salesperson – and whether that will be sustained



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What I Need to Have

What I Already Have






■ Current sales staff■ Excluding “C”

players■ Expected retention

of existing staff■ Current sales per

salesperson – and whether that will be sustained

■ Number of successful hires

■ Number of recruits to yield that number of successful hires


A Formula for “How Many Do I Need to Hire?”� Take your “goal” for two months out

– If it is 100 new and used, divide that number by 10 (some use 12)– Take into account your current staff’s sales rate.� If you have two salespeople selling 20 plus, you might need fewer people.� Ask yourself, “how many of the 20 are repeat for those veteran salespeople?”

� That means that you should have a staff of 8 to 10 salespeople.– 100 units divided by 10-12 sales per person– And you will need to hire more than that if you expect that some new hires won’t work out

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How Do I Attract Them?� Ask yourself, “What kind of people do I want to hire?” Then ask yourself, “What do those people seek in a job?”

– Income– Security– Image– Hours– Benefits

� Hourly at $15 might attract morecandidates that the chance to make$60,000 or more.� Call the opportunity something other than“car sales”

– Retail associate– Customer relationship manager– Product specialist

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How Do I Attract Them?

� Videotape current salespeople and put them on YouTube

� This salesperson was referred by her cousin, the service manager.– She sold 15 her

second month!

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Does Your Website Help Attract Them? � Why not invite

potential applicants?

� Make sure nothing on your website would drive away your best target hires.

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Where Do I Find Them?� Current employees� Networking� Your dealership� Places where they currently work

– Malls, outside sales, etc.� Internet

– CraigsList, College recruitment sites, employment sites

� Job Fairs� Places you go

– Have a card created “we’re looking for people that give great service –like YOU”!

� Recruiting is never-ending.Page 20


Current Employees� Tell them “what’s in it for

them”– Dealership market share

growth– The pie will get bigger

� Offer an initial fee and another for retention after 90 days

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Your Dealership� Put up posters like Bill Stasek

did in Chicago– Showroom– Waiting areas– F&I office– Service lane– Loaner cars– Shuttle van

� E-mail to your current customers

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Your Dealership� Or like Mike Patton Auto in

LaGrange, Georgia– Showroom– Waiting areas– F&I office– Service lane– Shuttle van

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Sample Ad for CraigsList or Other Media

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HERE IS A SAMPLE POWERPOINTFOR A DEALERSHIP JOB FAIR

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This could be the start of something really big…


Business is great!Sales are UP!

Our Ford, Honda and Chrysler stores are all

breaking sales records!Our biggest department

– pre-owned – is now the area’s largest!

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The Agenda…� Tell you about Mike Patton Auto

Group� Help you understand the “job”

– You’ll meet some of our sales consultants

� We’ll answer your questions� If you’d like to continue, we’d like

you to fill out a brief questionnaire with references

� We’d like you to take an “on-line” assessment that will help both of us better understand how well you’ll “fit” in this profession

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Mike Patton Auto Family

� Established in � Our mission statement is� Our vision is � Our values are� Today it is led by� Key managers are

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� You’ll join over 20 other professionals� If selected, you’ll be given over 35 hours of classroom

training and over 24 hours of shadowing� You’ll be expected:

– To have a great value system– To be upbeat and positive– to be at the dealership for 40-45 hours a week (you’ll have a

schedule)– To learn about the product– To be an active team member

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Meet a Sales Consultant…� Been selling at MPAF for 7

years� Married with 3 kids� Enjoys fishing and golf� Sold 143 cars and trucks last

year, and earned over $52,000.

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Your questions…

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If you’d like to continue…� Stay seated and we’ll give you a short

application to fill out.

IF THIS ISN’T FOR YOU…� Please feel free to leave at this time. We

have a coupon for you for $100 off of your next vehicle purchase and a coupon for a free oil change at one of our dealerships

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Thanks for coming! Best of luck!

CHRIS PATTONDEALER

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How Do I Improve My Odds of Hiring the RightPeople?

� Think of hiring 1 in 5, or 1 in 10.– An Apple store that just opened in Akron had over 300 apply, interviewed 55, and hired 16.– Southwest Airlines used existing flight attendants to interview candidates.� They must get through the “attitude” door before anything else is measured.

� Let go of the “you can’t find good people” paradigm. Rethink your searching processes.� Have a disciplined selection process.

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The Hiring Funnel of Success

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Understand the jobRecruit a lot of candidates

Screening interviewPersonality assessment

Reference checksSelection interviewValidate assessment

Home interview (opt.)Hiring interview



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Stop

Stop

Stop


Screening Interview � Preparation for the Screening

Interview � Where will you hold the screening

interview? – Provide a quiet, private room– Provide comfortable seating and

room temperature– Avoid interruptions

� Hold calls� Turn off your cellphone/smartphone

� Your goal is to eliminate misfits and to look for a thread of success

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Screening Interview – Preparation � Have the job description complete and in writing� Know the characteristics/ qualities of the person you are looking for in this job� Have a checklist of topics to cover and key questions� Allow adequate time� You’ll get better selection if your process has a second interview

– Some companies have someone from the job’s peer group conduct the second interview – not a manager.

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Hiring Process Forms Required� You will need the following forms to

conduct your interviews: – Job Description – Job Application – Reference Forms – Behavioral Evaluation log-in – Any other required Company forms

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The Screening Interview – The Process 1. Establish rapport

– Offer introduction/welcome– Relax the candidate– Make small talk to put the candidate at

ease and break down barriers

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The Screening Interview – The Process 2. Establish the structure

– Lay out the ground rules– Explain how you are going to conduct the

interview and that there will be another interview today (if applicable)

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The Screening Interview – The Process 3. Give an overview of the job

– Give a brief explanation of the job you are seeking to fill

– If they sold cars someplace else, tell them how you are different

– Do not go into detail on the job at this point, but be sure to cover any extraordinary requirements, such as unusual hours

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The Screening Interview – The Process 4. Ask questions

– Ask long questions first– Use the job application for the easy

questions, and fill in any blanks or questions you have after reviewing the job application

– Sell the company or exit the candidate at this point

– Tell the applicant about the company, background, and future

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The Screening Interview – The Process 5. Be enthusiastic and positive in this

phase6. Ask a “temperature “question

– Get a preliminary commitment from the candidate to continue.

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The Screening Interview – The Process 7. Explain the company hiring

process– If there is a positive response and

you also feel positive, explain the hiring process to the applicant and make him/her a candidate for the job.

– Tell the candidate that part of the hiring process is to complete a Behavioral Evaluation. It is not a test; there are no right or wrong answers.

– Tell the candidate, “It is important for us to validate the behavior evaluation with you.”

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The Screening Interview – The Process 8. Obtain commitment

– Ask, “Based on what you have heard so far, would you like to be considered a candidate for the job?”

– Tell them how to take the on-line behavioral evaluation.

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Sample Screening Interview Questions 1. One of the things we want to talk about today is your work experience.

Would you tell me about your last job? 2. What were some of the things on your job you feel you did particularly

well, or in which you achieved the greatest success? 3. Why do you feel this way? 4. What basic services can you now perform? What specific skills do you

have? 5. What were some of the things about your job that you found difficult?

Why do you feel they were difficult? 6. What are some of the problems you encounter in doing your job? Which

frustrates you the most? What do you do about them? NOTE: Be sure to follow all laws about what you are –

and are not – permitted to ask candidates.Page 49


Sample Screening Interview Questions 7. In what ways do you feel your present job has helped you to take on even

greater responsibilities? 8. Do you consider your progress on the job as representative of your

ability? Why? 9. What are some of the reasons you had for leaving your last job? (Always

look for more than one reason for a voluntary resignation.) 10. How many hours do you feel a person should devote to his/her job? 11. What are some of the areas about which you and your supervisor

disagreed? 12. What do you feel were your supervisor’s greatest strengths?

Weaknesses?

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Sample Screening Interview Questions 13. How do you feel your supervisor rated your job performance? What

evidence do you have to support this conclusion? 14. With what kind of people do you like to work? With what kind of people

do you find it most difficult to work? How have you successfully worked with this type of person?

15. How would you describe yourself? 16. What do you feel you could most improve about yourself? 17. What would you consider your greatest strength? 18. What are some of the things in a job that are important to you? Why?

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Sample Screening Interview Questions 19. What are some of the things you would like to avoid in a job? Why? 20. What is your overall career objective? What are some of the things

outside of your job that you have done, or that you plan to do, that will assist you in reaching this objective?

21. What kind of position would you expect to progress to in five years? Ten years?

22. Would you be willing to occasionally work overtime? 23. Why are you interested in seeking new employment? 24. Why did you choose our company to apply for a job?

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Personality Assessment� Understand a candidate’s

personality, to predict how well an individual will:– Be able to do a job– Be comfortable doing it– Receive satisfaction from it

� Several excellent evaluation tools are available.

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Personality Assessment� Useful for managing current staff

as well as for recruiting and selection

� Just one tool in the hiring process and should not be used by itself to make a hiring decision

� Important that the personality assessment report be validated with the candidate

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The Tool � We use two questionnaires created by TTI. These are

administered over the Internet, so the candidate can fill them out either at the dealership or at home.

� DISC: Dominance – Influence – Steadiness – Compliance– Ranked as high/medium/low on each of those four factors– Each factor independent of the other three

� Motivators– Money, power, art, charity, traditional/religious, and learning– Ranked as high/medium/low on each factor– Scores must average out to medium across all six factors (if high on

one then must be lower on at least one other)

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DISC Describes How Individuals Tend to Respond to Their EnvironmentsDominance: responding to problems or challenges

Influence: getting other people to agree with you

Steadiness: responding to the “pace” of the environment

Compliance: responding to rules and policies

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Mild, agreeable, unobtrusive

Demanding, driving, ambitious

Critical, moody, pessimistic

Effusive, inspiring, magnetic, political

Flexible, impetuous, impulsive

Phlegmatic, resistant to change, passive

Arbitrary, unbending, careless with details

Evasive, worrisome, careful

Hesitant Decisive

Logical Warm, Polished

Active, Alert Predictable

Stubborn Systematic


DISC Describes How Individuals Tend to Respond to Their EnvironmentsDominance: responding to problems or challenges

Influence: getting other people to agree with you

Steadiness: responding to the “pace” of the environment

Compliance: responding to rules and policies

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Mild, agreeable, unobtrusive

Demanding, driving, ambitious

Critical, moody, pessimistic

Effusive, inspiring, magnetic, political

Flexible, impetuous, impulsive

Phlegmatic, resistant to change, passive

Arbitrary, unbending, careless with details

Evasive, worrisome, careful

Hesitant Decisive

Logical Warm, Polished

Active, Alert Predictable

Stubborn Systematic

Good car salespeople usually score very

high on Dominance


This Person Tends to …� Be relatively forceful and self-confident, but does not try to dominate excessively� Try to influence people with facts rather than with force of personality and to be more comfortable with facts, relatively pessimistic� Act deliberately, rather than acting impulsively or not acting at all� Be systematic and cautious, planning ahead and complying with policies wherever possible

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There Are Six “Motivators”, and the Relative Influence of Each Is Different for Each Individual� Theoretical/learning: A passion to discover, systematize and analyze; a

search for knowledge� Utilitarian/economic/money: A passion to gain return on investment of

time, resources and money� Aesthetic/art and beauty: A passion to add balance and harmony in one’s

own life and protect our natural resources� Social/charitable: A passion to eliminate hate and conflict in the world

and to assist others� Individualistic/political/power: A passion to achieve position and to use

that position to influence others� Traditional/religious: A passion to pursue the higher meaning in life

through a defined system for living

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Sales Success Relative to the Six “Motivators”

0%10%20%30%40%50%60%70%80%90% Average

High PerformerVery High Performer

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This example is from a study of salespeople in the financial services industry.


TTI Reported that 72% of Top Sales Leaders in the U.S. Were Primarily Money-Motivated

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Utilitarian/MoneyTheoretical/LearningTraditional/ReligiousSocial/CharityAesthetic/ArtIndividualistic/PowerUtilitarian/Money: 72%


Using TTI� To help you get acquainted with

this tool, we’re offering a one-time evaluation for $55.

� All additional assessments of the DISC and Motivators are $75.– We’ll give you your own ID

number to administer them at any time.

– Results are available immediately.� These and other tools are also

available from other sources.

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Reference Checking � Before you commit to the next level of

the hiring process, you must check your candidate’s references. – Get accurate and current information on

the candidate– Verify information you already have

� Avoid the temptation to skip this step– Can help avoid hiring disasters

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Reference Checking � Do the checking yourself� Have questions ready� Talk to the candidate’s immediate supervisor and not the personnel department� Begin verifying the information you have� Ask questions� Describe the job for which the person is being considered� Express appreciation

Many companies today will only verify employment dates and pay range or ask you to submit a request in writing. You can use the following questions to conduct a reference check over the telephone.

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Telephone Reference Check 1. I wish to verify some of the information given to us by __________________________ .

He/she is applying for a position with our company. Do you remember him/her? 2. What were the dates of employment? 3. What was his/her position when he/she left? 4. He/she stated that he/she was earning $ _________________ . Is this correct? 5. Was all compensation salary? 6. How would you rate his/her performance? 7. How did he/she get along with peers? 8. Why did he/she leave? 9. What did you think of him/her? 10. How much supervision did he/she require? 11. Would you re-hire? 12. Is there anything else you can tell me about him/her that might aid in my decision for this

job? “Thank you for your time.”

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Selection Interview � This interview should take about

an hour. � Purpose:

– Validate the personality assessment

– Detect and learn all you can about the candidate

– Determine whether the candidate can and will do the job

– Gain additional insight or knowledge about the candidate

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Selection Interview� The method for conducting a Selection Interview is similar to that for a Screening Interview.

– Establish rapport – Explain the process – Validate the Personality Assessment results � Ask exploratory questions � Conduct the investigative phase

– Sell the company and job or exit: ask temperature question – Address concerns – Obtain commitment and appointment for next meeting

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Establish Rapport � Welcome the candidate back again� Relax the candidate� Offer refreshment � Make small talk� Ensure privacy� Provide quiet surroundings (not in a public

place)� Allow no interruptions� Plan your time for at least two hours� Avoid interviews around lunch or late in the

day� Explain the Process – Explain to the candidate

what will happen in this interviewPage 71


Validate the Personality Assessment Results The purpose is to validate the accuracy of

the Personality Assessment. � Tell candidate what you are going to do� Begin with reviewing the evaluation and

its purpose– Read the evaluation for each area – read

only the positives– Get agreement or disagreement and ask

why� Bridge to an exploratory question� After the exploratory questions,

continue with the investigative phase

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Ask Exploratory Questions � The purpose is to gain information and insight on the personal

history of the candidate. � A possible scenario:

– Interviewer: “I want to find out a little more about you. Sit back and relax. Put your inhibitions in your back pocket and tell me about yourself from the time you started your first job. If this is your first job, begin from the time you started college or high school.”

– Candidate: “Gee, I can’t remember back that far.”– Interviewer: [See list of questions on next slide]

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Ask Exploratory Questions � What was your first job? Where did you work? � How did you get the job? � What school were you attending? � In what town? � Where did you live? � How were your grades? Did you play any sports? What were your hobbies? Did you take any memorable trips? � How would your teacher, classmates or peers describe you at that time, if I asked them today? � What were your favorite subjects? � What were your least favorite subjects?

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Ask Exploratory Questions � Then move the candidate up through his/her jobs to the present

time. � Don’t allow the candidate to rush through this phase. You may have

to keep bringing the candidate back by asking layering questions and open-ended questions. – That’s interesting, tell me more. How would your teachers and classmates

describe you during that time? What was your most memorable experience during high school (college)? Why?

– If you could go through high school or college all over again, what would you do differently?

– When did you decide what type of work you wanted to do? How? Why? – What were the most difficult choices you had to make in high school

(college)? Why do you say that?

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Ask Exploratory Questions � This is the phase of the interviewing

process where you want to get as much personal history as you can.

� This line of questioning is easy for candidates. They are talking about their past experiences. It will be difficult to give pat, canned or prepared answers. Most likely, candidates have never been asked these types of questions by an interviewer.

� This will also relax candidates, and you will notice that when they start reliving some of their past experiences they will smile and share a laugh with you.

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Ask Exploratory Questions � This phase will break down the barriers and make it easier for you to get real answers and get to know the real person when you move on to more difficult, penetrating questions.

– Most candidates are coming to you prepared to role play (act out) the interviewing process. They have a script memorized in their mind about the types of questions you will ask and the proper responses to those questions. – It is your responsibility and role to break through the role playing and get to the real person. You can only do this by breaking down the facade of play acting.

� The sequence of the exploratory interview is as important as the questions asked. � The sequence sets the stage for the closing act. It’s like a play: Act 1, Act 2 and Act 3. What do you think would happen if you went to a play and it skipped Act 1?

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Ask Exploratory Questions: Investigative Phase � This phase is designed to ask

penetrating questions to elicit information that would remain unknown or obscure. It will determine if you want to continue with the candidate. – Ask open-ended questions. Ask

penetrating and layering questions– Break down the barriers arid get

through the role playing– Be a good listener– Make a decision: Do you want to

continue with the candidate or exit?

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Sample Questions to Ask in the Investigative Phase 1. How would you best describe yourself? 2. What makes you interested in this job? 3. What do your family and friends criticize or tease you about? 4. Which of your accomplishments have given you the greatest satisfaction? 5. What are your outside interests? 6. What do you do in your spare time? 7. Why do you want to work here? 8. What makes you think this job (company) is right for you? 9. What are some of your weak points? 10. What would your spouse (peers) say your weak points are?

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Sample Questions to Ask in the Investigative Phase 11. What will you do if I do not offer you this job? 12. Why should I hire you over the other candidates? 13. What would you do if your supervisor made a decision with which you strongly disagree? 14. What has been your greatest achievement and why? 15. What has been your greatest disappointment and why? 16. How do you spend your leisure time and why? 17. What are all the things you want out of life and why? 18. What changes have to occur before you can have them?

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Sample Questions to Ask in the Investigative Phase 19. What causes you to feel you can achieve

them? 20. How do you feel about your present

company and why? 21. How do you feel about your present

supervisor and why? 22. What else do you need to feel successful and

why? 23. What could your present company do to

increase your earnings, responsibility, growth, and opportunity?

24. What strategy do you use to make decisions?

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Sample Questions to Ask in the Investigative Phase 25. If you could change something in your

present company, what would it be? 26. What would it take for your present company

to keep you? 27. How did you decide on your major? 28. Why did you choose to attend the college you

did? 29. How are you going to achieve your career

goals? 30. What sets you apart from the other people

who want this job?

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Sample Questions to Ask in the Investigative Phase 31. What is your greatest strength? 32. What is your biggest weakness? 33. Describe your best teacher. 34. Describe your best boss. 35. What was the biggest challenge you ever

faced? How did you handle it? 36. What would you like to be earning two years

from now? 37. What would you like to be doing five years

from now? 38. What qualities do you think this position calls

for?Page 83


Sample Questions to Ask in the Investigative Phase 39. What was your most significant

accomplishment in college? (1n high school?) 40. What was your most significant

accomplishment in a job? 41. Describe a typical day in your current or most

recent job. 42. What do you know about our organization? 43. Do you like working with people? 44. What are your hobbies and interests? 45. Where else are you interviewing? 46. What do you want in a job? 47. What will this job do for you?

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Sample Questions to Ask in the Investigative Phase 48. How do you know when you have done a

good job? 49. For you, what is important about working? 50. Why did you choose your current job? 51. Tell me about a favorite working experience,

a one-time event? 52. What did you like about it? What is a good

way for you to increase the chances for your success?

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Sell the Company and the Job to Candidate

� Go over the job description in detail and answer questions about the job. � Tell the candidate how you see him/her performing in the job. � Sell the company, benefits and future. Show him/her how he/she can achieve goals in this company. � Ask temperature question: “On a scale of 1 to 10, if I were to offer the job to you today, where would you be?”

– If the candidate says 10, then move to the concerns immediately. (See next section.) � If the candidate says anything less than 10, say, “That’s interesting. How would I get you to a 10?”

– After the reply (don’t respond to the reply), simply say, “Well, good, now maybe you can help get me to a 10. I have some concerns I would like to discuss with you.” Look for a reaction.

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The purpose is to show how the candidate’s goals can be achieved through the company and the job. Put the candidate into the job.


Address Concerns

� Read the areas of the behavioral evaluation that you have highlighted as concerns/ negatives and get agreement or disagreement. If the candidate disagrees, ask for examples that will support his/her opinion. � Look for a reaction. How does the candidate handle the stress? The interview has been pretty much positive to this point. � If you feel the concerns have been handled to your satisfaction, tell the candidate how you feel. � Ask the candidate for questions.

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The purpose is to discuss legitimate concerns and gain a reaction from the candidate.


Questions Most Commonly Asked By Candidates 1. Describe the duties of the person in the job. 2. What kind of person are you looking for? 3. What does the job pay (salary range)? 4. What about bonus, profit sharing, and pension? 5. What about insurance, vacations? 6. What training and education is available? 7. What happened to the past people who were in the job? 8. What is the most important job responsibility? 9. To whom do I report? 10. Where would I be located or situated? 11. Are there performance reviews? 12. How would I get raises? 13. What is the work schedule? Is it flexible? 14. Who are the other people I would work with?

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Obtain Commitment and Appointment for Next Meeting

� Ask, “Knowing all that you know, if I were to offer the job to you today, what would you say?”– “When would you be able to start?”

� Tell the candidate, “I will be meeting with my supervisor tomorrow to review the candidates and make a decision.”

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The purpose is to get a commitment from the candidate.


Commitment Phase � The best executive is the

one who has sense enough to pick good people to do what he/she wants done, and self-restraint enough to keep from meddling while they do it.

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How Do I Get Them Up to Speed FAST?� An “Orientation”� A training curriculum

– Initial training period– On-going training– LOTS of “role-playing”– A “certification” level

� Individual coaching– Daily one on ones –

forever

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How Do I Keep Them Employed?� Provide an environment that meets their needs

– Motivating– Caring– Listening– Understanding– Coaching– Advancement expectations

and opportunities� Meet their goals

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Recap� Why have a R, S & T process?� How many do I need to hire?� How do I attract them?� Where do I find them?� How do I improve my odds of

hiring the right people?� How do I get them up to speed

FAST?� How do I keep them employed?

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A Few Questions to Ask Yourself� Do you usually hire slowly and fire quickly, or the other way around?

– Good recruiting, selection, and training takes time, but it can save a lot of time and money afterwards.� When you interview a job candidate, how much of the talking do you usually do?

– If it’s even close to half, it’s too much.� Think about your weakest current employees. Would a better recruiting and selection process have enabled you to avoid those mistakes?

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Steve Nickelsen, CEO

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For any additional questions, please e-mail me at: [email protected]

or call me at 330.697.3725

Thanks to all of you for your participation today,

and congratulations on your desire to learn!

And thanks to Steve Probst, President of Nickelsen Partners, for helping develop this webinar

Process for Recruiting, Selection & Training of Sales … · Process for Recruiting, Selection &...

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