Hire people with the right attitude and “job fit” for you and your job – and then train them with the skill and knowledge they need to do well.
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Sales candidates may lie or exaggerate. Well, perhaps not on purpose – but they really want a job and have a strong desire to make a great impression in the interview. So perhaps they stretch the truth a bit.
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Use employee assessments as tools to offer objective data that supplements and/or supports your experience and “gut” in hiring.
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Your purpose in the interview is to learn as much as you can about the person you are thinking of hiring.
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It is hard to make a non-emotional and wise hiring (or dating) decision when desperation creeps into your thinking.
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“If you don’t know what you’re looking for, how will I know it when it walks in the door?”
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Employee engagement isn't a new idea - it's just an old idea who's time has come.
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Follow Bob as he learns the four steps to sorting through job applicants to find the people who have the highest potential to be your best employees.
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You already know that coaching and mentoring your salespeople are the best ways to ramp up their sales. But even if your goal is to be a coach and mentor, with all the other duties you have to handle, it's easy to let coaching become reactive.
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No employer sets out to hire bad employees. What everyone in a position to hire really wants is exceptional people with the needed experience and skills, people that will come on board: Ready to perform, able to adapt and learn quickly, able to get along well with existing staff, and expecting to stay with the company for a long time.
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