| If you've seen the movie adaptation of
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| | toil away just to collect a paycheck.
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| David Mamet's stage play "Glengarry Glen
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| | But wouldn't life have been easier if you
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| Ross", no doubt you're familiar with Alec
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| | hadn't hired them in the first place?
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| Baldwin's infamous scene in which he
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| | One of the keys to successful recruiting
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| delivers one of the most memorable
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| | (particularly in sales, where the
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| motivational sales speeches of all time.
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| | candidate criteria can be more subjective
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| If you've worked in sales at any time
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| | than with other roles) is to pay close
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| during the last 14 years since the movie
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| | attention to your gut instincts and if
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| was released, chances are either yourself
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| | something about a candidate doesn't sit
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| or someone you know can recite chunks of
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| | well with you, move on to another
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| Baldwin's speech, or at least some of the
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| | candidate! If you're an individual with
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| key takeaway phrases ("coffee is for
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| | a lot of pet peeves, then you'd better do
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| closers!"). For those of you who haven't
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| | your best to determine early on in the
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| seen the movie, Baldwin portrays a real
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| | interview process whether or not a
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| estate shark (albeit briefly: he's only
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| | particular candidate has the potential to
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| onscreen less than 10 minutes) brought in
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| | drive you crazy. You can save yourself a
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| by fellow brokers Mitch and Murray in
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| | lot of frustration by recognizing those
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| order to rally their sales team and roll
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| | subtle indicators of future
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| out the guidelines for the monthly sales
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| | "termination-worthy" actions. Here is a
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| contest. The top two salespeople get to
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| | handful that I watch out for when
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| keep their jobs while everyone else is
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| | interviewing sales candidates:The
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| canned. At the end of his tirade,
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| | Inaccessible Candidate. It bothers me
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| Baldwin responds to Ed Harris's question
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| | when I am unable to connect with a sales
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| of why he's there. "I came here because
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| | candidate on their cell phone after 2 or
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| Mitch and Murray asked me for a favor,"
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| | 3 tries. If I'm not able to get through
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| Baldwin sneers. "But I said the real
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| | to them after a reasonable number of
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| favor is follow my advice and fire your
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| | attempts, why should I assume that one of
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| (rear-end) because a loser is a loser."
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| | their prospects or customers would be
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| Meeting dismissed. Harsh? Absolutely.
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| | able to? I can appreciate not answering
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| Motivating? Without question it motivated
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| | calls from blocked numbers, but I don't
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| the unproductive reps to take action,
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| | think refusing to answer because they
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| just not the actions Mitch and Murray
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| | don't recognize the phone number is a
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| would have hoped for (you've got to watch
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| | legitimate excuse. Who's to say I'm not
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| the movie to find out what truly
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| | a referral from a client?The candidate
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| desperate people in these circumstances
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| | who gets too personable, too quickly.
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| will do). The first five minutes of
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| | Like many of our clients, sales reps in
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| movie blatantly establishes that the
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| | our industry are essentially consultants:
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| entire sales department, with the
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| | we do not sell a product and the services
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| exception of top-producer Al Pacino
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| | we provide are highly customized based on
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| (nominated for an Academy Award for his
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| | the needs of our clients. In addition,
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| role) has already begun the downward
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| | our firm operates on a retained basis
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| death spiral many salespeople go through
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| | (whereas the majority of our industry is
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| once industry burn-out has begun to set
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| | comprised of contingent firms), so in
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| in. For those of you with a background
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| | order for us to justify an up-front
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| in sales management who have seen the
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| | engagement fee it's imperative that we
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| movie, you probably recognize that the
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| | establish credibility and capacity very
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| intent of the sales meeting at the
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| | early on in the relationship. Our
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| fictional Rio Rancho Properties was not
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| | clients look to us as professional
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| to motivate the reps to sell; it was to
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| | consultants and solution providers, first
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| motivate them to leave. Mitch and
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| | and foremost. If a personal relationship
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| Murray's reasoning: turn up the pressure
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| | develops beyond the scope of our
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| to an unbearable level and the ensuing
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| | obligations, great, however, our clients
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| war of attrition will weed out the ones
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| | to do hire us to discuss deep-sea
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| that can't take the heat, thus saving the
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| | fishing, my nephew's wedding and whether
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| management team from the unpleasant tasks
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| | or not the Marlins can pull a rabbit out
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| of either confronting the reps regarding
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| | of a hat this Saturday against the Cubs.
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| their lack of production or terminating
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| | If this is the route a candidate takes in
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| them in person.For many sales managers
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| | an attempt to immediately try and
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| across companies of all sizes, turnover
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| | establish rapport with me, what makes me
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| is a way of life. Dealing with
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| | think he or she is going to act any
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| performance issues comes with the
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| | differently with one of my clients?
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| territory: either you address it with
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| | There is a time and place for those
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| your reps individually or someone will be
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| | conversations: just make sure they're not
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| addressing yours with you. Whether a
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| | in the first 15 minutes of our initial
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| sales rep leaves voluntarily or is
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| | conversation (that is, of course, unless
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| escorted to the door by security, it's a
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| | I happen to mention the Marlin's current
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| painful process to watch someone go from
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| | winning streak).The Agreeable Candidate.
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| excited candidate to promising newcomer
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| | It always bothers me when someone sits
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| to frustrated rep to underachiever to
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| | across from you, looks you in eye and
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| latest casualty. I have yet to meet a
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| | agrees 100% with everything you say.
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| manager who wouldn't rank firing people
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| | It's one thing if I'm at a cocktail party
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| at the bottom of the list of "most
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| | making small talk with my co-worker's
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| rewarding aspects" of their job. Looking
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| | spouse with whom I've just met. It's
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| back at the interview process, most sales
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| | another thing when I'm having a serious
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| managers will admit they recognized the
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| | business conversation with an individual
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| red flags that ultimately led to the
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| | I'm either considering recommending to my
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| undoing of a particular candidate once he
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| | client or adding to my own team. If
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| or she became an employee, but for
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| | you're interviewing a candidate that
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| whatever reason chose to overlook or
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| | appears to be in agreement with
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| downplay them. I've spoken with sales
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| | everything you say, you've either got a
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| managers and business owners who, after
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| | "yes man" on your hands or you're talking
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| an exhaustive parade of unsuccessful
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| | way over their heads and they're too
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| hires and terminations, have come to the
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| | intimidated to say so. There's an old
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| conclusion (incorrectly, I might add)
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| | business cliché that says if you have
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| that it's virtually impossible for them
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| | two people within an organization that
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| to predict whether or not any one
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| | think exactly alike, you have one too
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| candidate will be successful in their
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| | many people. Either way, you need to
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| organization based on a handful of
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| | keep looking.The Blame Game. The
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| interviews. "Salespeople are
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| | majority of people leave their jobs
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| professional interviewers, right? Aren't
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| | either because they do not get along with
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| they trained to tell you exactly what you
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| | their immediate supervisor or they simply
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| want to hear?" So they devise a
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| | do not like what they're doing from the
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| recruiting strategy that consists of
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| | hours of 8 to 5 each day. That's
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| establishing some rough hiring guidelines
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| | understandable; I think all of us have
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| (ie., Bachelor's degree, minimum of 2
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| | been there at one time or another. The
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| years sales experience) bring on the
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| | problem I have is when a candidate
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| first person that looks presentable,
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| | consistently points the finger at someone
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| throw them a bunch of dead leads and/or
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| | or something that stood in the way of
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| disgruntled customers, point them to a
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| | their success, thus forcing them to look
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| phone and if they fall to produce in the
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| | for a new line of work. This is
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| first 90 days, get rid of them.
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| | particularly troubling when you have a
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| Recruiting the RIGHT people is no easy
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| | candidate with a less-than-consistent
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| task, so it's understandable how one
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| | work history (more than 2 jobs in the
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| could adopt this scattershot philosophy.
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| | last 5 years). "The job was not as
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| My advice would be that if you want to
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| | described," is a way of saying "I didn't
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| make every working day feel like a week
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| | fully investigate the opportunity." "The
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| while ushering in your own demise, then
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| | company was not financially sound," in
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| adopt this strategy immediately.While
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| | the candidate's mind is better than
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| this is an extreme example, most hiring
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| | saying "I failed to do my due-diligence
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| managers would concede there have been
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| | and research because I was desperate for
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| occasions when they have overlooked
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| | work." "My boss had unrealistic
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| critical flaws in a candidate's
| |
| | expectations." They probably should have
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| background, character, etc. simply
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| | figured out what those expectations were
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| because they were desperate for someone
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| | before they accepted the position.Thad
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| to step into the position, only to watch
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| | Greer is the Business Development Manger
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| it blow up in their face down the road.
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| | for Priority Recruiting Solutions, Inc. a
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| If you are the type of manager who is
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| | retained executive search firm
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| swift in taking action upon the
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| | headquartered in Hollywood, Florida (just
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| realization you have made a bad hiring
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| | north of Miami). Thad contributes to the
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| decision (and by that I mean terminating
| |
| | Priority Recruiting Report, a bi-monthly
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| the employee), then I applaud you. There
| |
| | newsletter containing topics related to
|
| is nothing worse than watching someone
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| | the recruiting and staffing industry.
|
