How can recruitment teams guarantee they’ll attract and filter the ideal candidates for a sales role?

To mitigate the possibility of losing your best sales candidates, cease treating passive applicants as active job seekers, begin valuing the candidate, maintain a strong corporate reputation, and offer market-leading compensation packages. Every organization which wants to achieve aggressive growth targets requires the ability that regularly produces its sales targets and drives profitable revenue.  

Unfortunately for employers, these salespeople only represent between 15-20% of the total salespeople, which has steeply driven competition up for their job.  

As a result, the challenge for employers to make sure their hiring and recruiting practices and processes meet or exceed the expectations of those stand-out candidates has been heightened. Additionally, it has improved the likelihood that these candidates do not input or back out the process when an employer fails to meet their expectations. In this guide, we dive in the latter by listing and assessing the top reasons why companies don’t fulfil candidate’s expectations throughout the recruitment process and what is causing these elite vendors to fall from it.

1. You Treat Passive candidates the same way as Active Job Seekers

 

Active candidates constitute less than 20% of the workforce and therefore, are taking tangible steps toward getting a different job.  

Alternately, passive candidates are not concentrated on following the job market.  

They’re performing in their current roles and therefore are too busy focusing on the way they can exceed their earnings goals than to be surfing online job posts or contacting recruiters.  

Hiring managers set their recruitment needs for failure when they fail to differentiate between the recruiting expectations of active and passive candidates, nor tailor their hiring procedure accordingly. Expecting passive applicants to articulate why they are a fantastic match for the business during first phone calls and asking them to enter time-consuming and challenging task is one of the most common ways employers don’t tailor their recruiting process to fit the expectations of passive sales applicants.

Top talent will not take some time to copy and paste their credentials to some awkward program and craft a new cover letter that articulates why they fit for a position. They will not spend their time taking calls from front-line recruiters who do not articulate how their firm will progress their career. There are two changes organizations may make to increase the probability that passive candidates enter and continue throughout the recruitment process: 

First, employers will need to market the opportunity for passive candidates. Changing jobs is a gamble for anybody, particularly for salespeople who consistently meet their stretch targets.  

Employers may ramp up a candidate’s interest in the chance by emphasizing how the candidate will progress their career in short and long term perspective. 

Short-term benefits:

  • Increased base salary and on-target compensation
  • Working for a market leader or a high-growth success story

Long-term benefits:

  • Ability to scale the corporate ladder
  • Opportunity to have stock options or shares

2. Hiring managers will need to understand how valuable each salespeople time and energy is at every phase of the recruitment process.  

Among the most effective ways, employers can demonstrate this is by merely requiring a restart from the candidate. Employers can take it one step farther by making first conversations with candidates brief and hone in on the way the candidate will advance their career by joining your business. If it comes to passive job applicants, the onus is on the employer to make the process easy while appealing to the demands of salespeople who are happily and gainfully employed.

When salespeople think that hiring managers do not appreciate them as applicants, they won’t proceed with the business. There are several ways companies send this message without meaning too. 

Therefore they expect similar from prospective employers, and it starts with employers who are transparent in their expectations about the opportunity and hiring process from the very first conversation.  

There needs to be a cadence to communicating that keeps candidates engaged with the business, and that is honest and open about the next actions. There has to be a cadence to communication that retains candidates participated with the market, and that is honest and open about future activities. A common mistake made by companies occurs when they do not outline to candidates the number of steps involved with their hiring process, and clear expectations for your timelines about each measure is not proactively communicated. A lack of clarity on the particulars — the variety of interviews along with the anticipated hiring date could depart sales candidates frustrated. 

This error is worsened when employers miss agreed-upon dates and don’t invest the time to inform candidates that there’ll be adjustments to hiring timelines. Although missed appointments are clear, a lack of communications between the candidates and employer dramatically increases the likelihood that the candidate can explore different opportunities.

To give your best candidates the belief that you value their time, regularly detail the timeline for each phase of the interview process, including the anticipated response times, expected offer and start dates. Even when hiring managers don’t have an answer, they ought to reach out and let candidates know they are working on it.  Maintaining talent engaged and aware of every step in the recruiting process sets a strong foundation for a successful hiring process.

3. Candidates Find Out Your Company Has a Questionable/Low Reputation

When a company has a bad reputation in their business, they are not just going to lose out to the’s’ participant candidates, but study from Harvard Business Review, by way of example, indicates that these companies will need to pay candidates 10 per cent more than their counterparts to lure them into joining their company.

Frequent mistakes such as seeming to be complacent through the interview process, interrupting candidates during discussions, or even forgetting interview dates and times can reflect a lack of professionalism in the company.

A Lack of Prestige: When employers don’t acquire the respect of opponents’ and spouses in the industry, top salesperson understand. Not only do many prospective workers read online reviews to get a company, but they also gain from their networks. Typical practice is that before accepting an offer, the best salespeople talk to connections in the market about the reputation of a company, their management, corporate and sales culture, possibility to earn bonuses and the quality of the product and service offering. In particular, salespeople need to believe in what they are selling. A product or service that’s well-received from the marketplace gains the respect of top talent. 

Throughout the recruiting process, companies will need to emphasize the viability of their offering and also the degree to which corporate leaders encourage the sales staff to meet their goals today, and well into the future. Top sellers ask potential employers questions that gauge the record of their sales company to determine whether the role will provide them with the capacity to realize a substantial upside in earnings. 

Hiring managers should describe the organization as taking a new direction and revamping the infrastructure, sales civilization, and procedures to encourage top talent. They will need to provide specific examples of how a company is implementing changes and highlight the degree to which a new hire can take a leadership role and also have a material influence on the organization. High Turnover: Salespeople who always meet or exceed their revenue goals won’t give up the stability of their function for a company which will not serve their long-term pursuits.  

A reputation for high turnover in the Sales Dept reflects either a bad hiring and selection process, an unsupportive sales culture, lousy management and corporate leadership, poor offerings, or all those mentioned above. A company’s inability to retain talent means that they don’t have the exact same leverage as industry leaders in acquiring top talent.  

Employers that have problems with a history of high staff turnover benefit from emphasizing new onboarding and professional development attempts when speaking with applicants. Moreover, by fixing long-term issues that limits an employer brand perception and offering compensation packages that are above-market, corporate leaders will create a new precedent that prospective candidates may find enticing. 

4. You Give Low Compensation Packages. 

In reality, a survey from PayScale discovered that higher reimbursement is one of the top two reasons why employees choose to leave their occupations. Moreover offering above-market compensation that aligns with the prestige and also the listing of this candidate, and sets them up to make 25-30% more than they earn, can make or break recruiting efforts.

Best talent won’t settle for coverage that does not let them meet their financial goals, irrespective of the opportunity. And when effective salespeople change companies, they’re assuming a significant number of financial risk. So when companies do not incentivize a transition and show how they mitigate this risk, they should expect the very best of the very best to depart the recruitment process. 

Employers with lengthy, complex sales cycles using a very long new-hire ramp-up time also need to rethink a draw to mitigate the perceived income threat for new salespeople while they develop their own pipeline. A draw may tip the scales for sales applicants by bridging their earnings. We advocate that hiring managers negotiate recoverable draws are significantly less than 50 per cent of the variable part of their commission program. 

Don’t Miss out Top Candidates…To successfully mitigate the risk of losing high salespeople during the recruitment process, companies need to ensure they show respect to applicants, provide transparency, emphasize the company’s successes, and supply reimbursement packages that appeal to such candidate’s desire to earn over their peers.

Fast Forward Solutions specializes in recruitment services in the area of International Sales & Digital Marketing, mainly for Clients from the TECH Sector. Our rigorous and proven methodology combines role profiling, executive search, and assessment of candidates, complemented by consultancy services. We provide guaranteed results and quickly reach top talents available on the market, thanks to which every organization co-operating with us will be able to increase sales, reduce operating costs and improve human resource efficiency, company valuation, and investors’ confidence. Tom Bożyczko is an experienced sales leader, president, and founder of FFS.