9 Necessary Steps You Should Take When you hire your first
salesperson.
As a small business owner, at some point in time, you will most
likely decide to hire your first salesperson. This process can
be exciting and rewarding but only when the proper planning is
completed. It is important to keep in mind the old saying;
proper planning prevents poor performance. This new sales
department needs a plan for performance. Listed is a performance
process you want to have predetermined and in place before you
hire your new superstar.
1. Hire a recruiter first. Recruiters may cost a few thousand
dollars or so, but a good recruiter will save you that plus tens
of thousands of dollars or more that it would cost you if you
hired the wrong candidate. Not only do recruiters take the time
screening candidates and finding you the best performers but a
good recruiter will help find you the person whom will work with
you the best.
2. Decide on the level of experience needed. Is it optimal that
the first salesperson becomes the sales manager of other hires?
Not only do you want the new sales rep to be a true performer
for you, you also want them to be able facilitate your future
growth. At one point will you need to hire an additional sales
person? You may consider hiring experience over inexperience for
this very reason.
3. Formulate compensation plans. Have a compensation plan that
not only rewards your first salesperson but also allows for
future growth of additional sales people. Think long term.
Consider as an example, that your budget is factored at 4% of
sales are allotted to sales compensation but your current sales
levels can only afford one sales person. You need to have a plan
in place that allows the liberty of hiring an additional
salesperson as the situation demands, but also pays for them.
Consider at what point the new salesperson will be overburdened
and a new salesperson is warranted.
4. Create focus and goals. Not only is the budget important but
the sales goals should be clearly defined for the new hire. Some
refer to these as focus plans; what is expected and when is it
expected by. Focus plans clearly define what is expected and
leave out room for interpretation. Salesperson activity
reporting procedures should be developed. A company owner has a
right to know what their sales staff is up to at any given time.
5. Salesperson activity reports. Salesperson activity reports
should be developed. They should be quick and to the point. A
company owner has a right to know what their sales staff is up
to at any given time. Each salesperson most likely will want to
have a record of who they talked to and when.
6. Assesment Procedures. Solid assessment procedures should be
developed. Assessments determine the barriers to performance as
well as show where success is being created. They are fair to
all involved; the owner of the company and the sales team. A
company owner has the right to know how well the sales process
is working and the salesperson has a right to have the ability
to improve on a daily basis. An assessment protocol that is
based on fact ensures the best results. The information for
these assessments are derived from the reporting procedures and
information from the meetings. Not only are sales figures
important in figuring out if your new sales department is
working, but assessment is not limited to only that. A thorough
assessment of; sales plans, sales skills, natural abilities,
time management practices and organizational efforts should be
looked at on a weekly basis. As the assessment process takes
place reinforcement or correction should coincide.
7. Meeting formats and time should be predetermined. A meeting
format should be in place that will help facilitate
communication between sales and upper management. Sales meetings
should include; training; review and planning of the sales
process. In addition chose a regular meeting day that can be
adhered to on a regular basis.
8. Assessment Procedures. Solid assessment procedures should be
developed. Assessments determine barriers to performance as well
as show where success is being created. They are fair to all
involved; the owner of the company and the sales team. A company
owner has the right to know how well the sales process is
working and the salesperson has a right to have the ability to
improve on a daily basis. An assessment protocol that is based
on fact ensures the best results. The information for these
assessments are derived from the reporting procedures and
information from the meetings. Not only are sales figures
important in figuring out if you new sales department is
working, but assessment is not limited to only that. A thorough
assessment of; sales plans, sales skills, natural abilities,
time management practices and organizational efforts should be
looked at on a weekly basis. As the assessment process takes
place reinforcement or correction needs to take place as needed.
9. Review process. Finally a review process should be developed.
This process will align the focus plans and assessments that
quickly enable the owner and sales rep to adapt for growth.
This may seem like a daunting task, but these steps stop the
pains before they happen. The downside of not doing the above is
miscommunication, under performance and eventually the utter
failure of your new sales department. Following the above
guidelines will help provide consistent sales growth without the
growing pains.