Have you ever been on an interview when the interviewer was not prepared for the meeting?
How did you feel? What was your impression of the interviewer and the company? When this happened to me early in my career, I decided quickly that this was not the right fit for me on both accounts.
Prior to conducting any interviews, managers should create a job profile. This is an inventory of what will be required at the job: calling on C-level executives, making cold calls, selling net new buyers, and so on. Then, managers should match the job profile to a specific person. We recommend the SEARCH model from Rule # 9. Here is a refresher:
- S: Skills needed
- E: Experience needed
- A: Attitude needed
- R: Results needed
- C: Cognitive Skills needed
- H: Habits needed
The Sandler Selling System methodology now kicks into high gear. Establishing some bonding and rapport then agreeing on a solid up-front contract which includes being able to ask and answer questions and the candidates’ agreement to say “yes” or “no” at the end of the interview to continue the conversation or to a job offer. If the candidate makes it past the
up-front contract, the focus turns to getting them to do 70% of the talking by using questions to determine whether they have what you need from the SEARCH model above.
What can managers gain from a pre-planned job profile and questions for the candidate?
A process consistent with the sales process that new salespeople will be using once they have the job.
A process that is time efficient and works to get the best fit as opposed to the fastest find for the position.
A more competent and confident manager when it comes to filling sales positions.
Better hires, which lead to lower turnover.
Having a well-defined process is the way to go to make sure you find the right people with the right skills for your needs and don’t lose any great candidates by not being prepared.
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