One of the biggest challenges in the market today is filling your vacancy with qualified people. Generally, a resume can say a lot, but the results delivered by the person are the real differentiators when evaluating a candidate.
During my selection processes, it was very common for me to segment candidates for a vacancy into two categories:
- With professional experience or in Sales, Inbound or Outbound
- No professional experience or Sales, Inbound or Outbound
From this first division, I start to raise some more in-depth analyzes about the technical potential of each candidate, always thinking about sales skills, and also drawing a profile. The latter is independent of the candidate’s previous experience and speaks much more about how he can adapt to the culture of the company and our sales team.
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- How to Analyze Sales Skills and Their Applications in Outbound
- How to profile your candidates
- And how to choose the best profile?
How to Analyze Sales Skills and Their Applications in Outbound
A salesperson invariably becomes addicted to some of the techniques he uses throughout the day and incorporates them at other times. A job interview is nothing more than selling your own skills and results, just as you would a product. So, the first step is to understand how he uses the techniques he knows to sell himself. Here, I analyze the following:
- Does it answer my questions reliably?
- Can you build Rapport ?
- Do you know how to listen and influence me to speak?
- Does your presentation look rehearsed or natural?
- Do you use specific sales techniques, such as targeted questions, seeking small “yes”, etc?
During the interview, I try to make him comfortable and understand what sales methodologies he has studied, how he followed his company’s sales process, what challenges he encountered, among others.
One of the most important questions was related to the main sale the candidate had ever made, with an analysis of the main strengths that led to that success.
Likewise, the next question was about the worst service. Self-awareness is a big difference in sales and the shame of sharing mistakes and asking for feedback is something I don’t expect in my team.
In the end, I like to simulate a sales situation with an absurd or very simple product. At Google, they ask the candidate to sell a cloud (which is painted on the meeting room door). The candidate has up to one minute to think about his speech and start selling. At this point, the pressure should be maximum. In the role of potential customer, I adopt a questioning posture and create a situation where I can put pressure on the salesperson, so I know how he acts in more complicated situations and how the follow-up should be if he is hired.
Candidates without experience
In internship vacancies, it is common for many people to appear without professional experience or, at most, a passage through a junior company (which is already a great differential).
How to understand techniques in inexperienced people then?
Generally, you are looking for a “natural talent” to work in sales. If he has a profile , he tends to yield more than the rest of the new trainees, because when he learns the techniques during our training, his results will be enhanced.
When conducting the interview, I try to understand if the candidate’s instinct is good. This is not a deterrent when hiring someone, as the learning effort overlays instinct with correct response triggers during the sale.
Here, I need to answer the following:
- Does the candidate know how to conduct a conversation?
- Does he have a good oratory?
- How did you prepare for the interview?
- Is your personal presentation well done?
For this type of vacancy, the candidate’s differential is really his profile and how much is aligned with what the team needs.
How to profile your candidates
To profile each candidate, I don’t need to think about segmentation. Here, everyone is equal and each person’s profile is raised using the same methodology.
Some analyzes are very subjective and depend on the “ feeling ” of the interviewer/manager, but we are based on an idea from Hubspot about metrics for a candidate’s profile, which I will discuss later.
I recently spoke with Matt Doyon, Sales VP of Rock Content , and he gave me an amazing tip about the profile he is looking for to hire salespeople:
Hubspot, the company where he worked as responsible for the sales area in Latin America, tends to seek profiles that are used to the intense pressure that a salesperson undergoes, but, in addition, other characteristics differentiate athletes:
- know how to work in a team
- Focus on results, in English the goal-driven
- Used to seeking a common goal, but understanding that each one can seek individual prominence, that is, differentiate internal competition from synergy among team members
- Having already failed and knowing that it is possible to surpass yourself after a defeat
- Recognize the importance of discipline and hierarchy to achieve results
Regardless of your company’s profile and culture, athletes will adapt to the Outbound and Sales environment. All situations experienced in competitions and hours of dedication will be a big difference in your day-to-day, I guarantee you that it works as a vaccine, you are much more prepared to overcome the difficulties when experiencing an already known experience.
Unfortunately, Brazilian culture does not value the sport like the American one. There, there are several university students with scholarships linked to dedication to the sport, well-structured competitions and general encouragement to young people. Even so, we can find very similar profiles here.
It’s worth looking at universities and looking for teams that compete in Athletic or inter-university competitions.
And how to choose the best profile?
Being a former athlete is somewhat vague for a profile description, though it almost warrants the characteristics I mentioned above. Still, I believe you have the opportunity to find out a little more about the candidate’s alignment with your company’s values.
If you already have defined values for your team, take the opportunity to check in the interview if the candidate will fit.
I always used a spreadsheet that quantified the candidate’s alignment with the values I consider essential for the sales area and my company.