Tips For Interviewing Sales People
Whilst sales training can develop and hone specific skills it is a willingness to
achieve that is perhaps the most important factor to consider when selecting applicants for a position in sales. The central question in any interview of a potential sales person is: does this person possess commitment and stamina?This question is important to answer as it relates directly to the likely success of the applicant in sales.
In an interview, the sales manager must try to form a picture of the applicant through specific questions and a systematic analysis of their personal history.
It is an advantage to have a repertoire of standard questions that you can ask every applicant in the same form. This gives you a feel for how to interpret the different answers given. To assist you in designing your own set of questions have a look at the examples below:
To assess financial motivation you can ask questions such as: How much do you currently earn? How much do you want to earn per year? What level of income do you expect to be on after 3 to 5 years in sales? What is the ceiling which, as you see it, you probably won't exceed? When you compare money to the other factors that make you happy at work how important would you say it is?
A materialistic outlook forms part of the motivation of a good salesperson. The applicants objectives relating to financial reward should be high and ambitious. However, too heavy financial pressure can admittedly prevent success. A salesperson whose motivation is exclusively material cannot again be stretched during barren periods. Work must also be fun and suit the salesperson.
To check for non-material motivation of the sales applicant you can ask them questions such as the following examples: Other than financial rewards, what does working as a sales person give you? How would you persuade a friend to change jobs and become a professional sales person? What difficulties/drawbacks would you also point out to them? What periods in your career do you like to think back to? What times don't you like to remember? Describe a job that has been tailor made just for you?
The questions that the candidate asks at interview will tell you a lot about their level of achievment motivation.
Note down the questions asked and analyse them after the interview. Stable motivation 'stands on two feet': In a successful sales person there needs to be a balance between material motivation and non-material motivation.
Assessing the candidates personal objectives requires a different set of questions. These can include: What are you intending to do over the next 3-5 years? What are your plans and desires in the professional and private field? Regardless of whether we come to an agreement or not, what do you hope will change for the better for you over the next few years? In your work, and outside work? What position are you aiming at in the medium term? When you look at your present life, what do you want to stay the same and what do you want to change over the next few years?
Achievement-oriented sales people have clear personal objectives and ideas about their future. Where these are lacking, the capacity for self-motivation is wanting too.
Candidates will routinely prepare for interview and can invent objectives to sound good. You have to listen closely and ask precise questions in order to find out how genuinely these are meant.
In the interview you will also need to assess whether the applicant is up to the challenge of the job. Here the person hiring has to work out a sober equation: what know-how does the applicant possess and how does it match their new job?
Both overstretching and understretching are disadvantageous. Beware of obviously overqualified applicants who are looking for a job out of an emergency situation. There is a big risk that they will get out again as soon as an opportunity presents itself. If in doubt the underqualified candidate should be favoured; they will find the job a challenge and this will enegise them. In such cases it is likely that you will have to invest in a programme of sales training for the applicant.
You should also check whether they identify with the role of salesperson. You can do this by setting the scene and asking questions, like the examples below.
You are asked by strangers at a party what job you do. What do you introduce yourself as and how do you describe your work? Why do you think a lot of people enjoy working in the sales force? What negative opinions and prejudices do people have against this job?
The last question is projective in nature: The things applicants say about others reflects their own attitudes and opinions. They just put these in the mouths of other people. Therefore, always ask questions in a general and indirect way when you are after an unvarnished reply.
Many people have become salespeople without this being a planned career move. What is important is have they over the course of time identified with the job and role of being in a sales position - or whether they use defensive paraphrases like 'consultant', 'agent' etc.
You will also want to find out their reasons for changing jobs. If a candidate has changed jobs frequently this could indicate that they have little staying power, low willingness to identify and a tendency to change jobs just for the money. To identify the candidates reasons you can ask them these questions:
What were your reasons for moving from company x to company y at that time? What were you earning at x in the end, and what did you start off with at y? Which of your expectations were fulfilled at y and which were not? Why do you want to change your job now? What would your present company have to do or change in order to keep you?
Remember when you are analysing how frequently the applicant has changed job you need to factor in that the length of employment is actually one year less than the total they state: training and familiarisation take half a year, and another six months go by between the internal notice, the search for a new job and the expiry of the period of notice. Someone who has three changes of company within five years has, in fact done only two years of 'real work'. Remember to take into account the applicant's age, the industry and economic situation as these will affect how regularly people change jobs.
By asking questions that get the applicant for self-references you can check out the maturity of the applicant. Remember, the more emotionally mature someone is the more likely they will make self-critical statements as they have a realistic self-image. Experience shows that active leisure interests (competitive sports, club activities etc) show a positive correspondence with high willingness to perform at work. The following questions can be helpful.
As a sales person what strengths do you bring to the job, what key areas do you need to still improve? What makes a good salesperson in your opinion? How have you got on with bosses so far? What would your ideal superior be like? If you could turn the clock back, what in your life would you do differently (from today's standpoint)? Have you ever had a barren period in your career so far, how did you cope with this? What do you like to do when not working? What are your hobbies and interests?
In summary, to select the right person for a position in sales requires the preparation, and asking of, a number of questions designed to explore the key areas that demonstrate a willingness to achieve. Also important to the selection process is being able to identify the candidates motivations: skills can be taught and honed through sales training but the underlying attitude, commitment and stamina needed to succeed in the tough role of a salesperson must be present.
by: Richard Stone
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