Post on 01-Jul-2015
description
Getting the Hiring Getting the Hiring
Process RightProcess Right
Greg Longstaff
Do you know Einstein’s definition of insanity?
Albert Einstein said:
“The definition of insanity is doing the same thing over and
over again and expecting a different result.”
Getting the WRONG sale staff can cost
you a lot of money …
So, why settle for less?
A businessman I know adopted a rule that says …
If you don’t let them in, then you don’t have to throw them out!
Reasons Why the Average Salesperson Doesn’t Get Business
• We’re too expensive.
• Our discounts weren’t enough.
• It wasn’t the right time, they said come back in ‘X’weeks/months/next year. (….or how about never)!
• They don’t have the budget.
• We just missed out to another company.
• They already have a relationship with another company.
• Ra Ra Ra Ra Ra
Guess What?
Almost all of theseare an excuse!
Seven Steps to Sales Recruitment, So You Don’t Recruit a Sales Dog!
Step 1 – Do You Need Industry Experience?
• Of course your industry is different. However sales are based on human psychology and relationships.
• They don’t need to have worked in your industry at all.
Getting a great salesperson means you seriously need to consider whether you’re
willing to train them!
• If you are not prepared to train them, then you’ll properly be prepared to accept (and expect) second best ...
• …….because truly good sales people expect you to invest in training them properly.
Step 2 – Advertise the Right Way
• Too many sales recruitment adverts are all about the job. Very little about the sort of person they want to recruit.
AREALLYgood
salesperson
Step 2 – Advertise the Right Way Cont’d
Your advert needs to go into the best media to capture the type of sales
people you want.
www.ema.co.nz/the_new_way_to_recruit_staff.htm
• An initial $200 credit to get you started.
• For $249 +GST you can advertise on Seek, Trade ME & NZ Herald jobs online
Step 2 – Advertise the Right Way Cont’d
Step 3 – Get their Sales Spiel
• Make sure the advert encourages them to phone so you can talk to them before revealing further details about the sales job.
Step 2 – Advertise the Right Way Cont’d
Step 4 – Conduct a Psychological-based Interview
Step 5 – Perform a Sales Profile Test
Step 6 – Decide Fast Slowly
• If you’re sure they’re the right fit, make an offer of employment subject to reference checks.
Step 7 – Hire Slow, Fire Fast
• Have regular reviews to monitor their performance.
• Remember if they don’t show signs of making it within their first 90 days, you can use the probation law to move them on.
• Don’t hold on to bad sales staff!
Once they are in place, make sure they understand …
• Your industry.
• What you are selling.
• Your key competitors.
• Your current customers.
• The marketing area.
If they don’t start bringing in sales, ask yourself the reasons why?
Remember keep training and developing them
• …..but what if I train them … and they LEAVE?
• ….. Well what if you DON’T train them … and they STAY!!
Now, let’s look at one of the best ways we can
assist you with recruiting great sales staff …
Personality Profile Assessments
Personality Profile Assessments
© Copyright 2005
Welcome to an Intro to the
McQuaig Word Survey
For The
Business Franchise Group
Personality Profile Assessments
© Copyright 2005
The McQuaig System
Personality Profile Assessments
Recruitment and selection
Personality Profile Assessments
© Copyright 2005
Why test ?
Personality Profile Assessments
© Copyright 2005
Why test at all …… Why take the time to do so ?
Understand the candidate, by peeling back the top layers, and digging deeper, and limiting the “halo” effect during interviews.
Look at the “team” fit - its like buying a house, seeing whether the furniture will fit ok.
Helps identify reference and interview questions.
Helps create benchmarks and role models for future recruitment.
Making a placement error is VERY costly and employee’s hard to remove once in a business.
It’s a powerful tool with uses beyond merely recruitment, such as staff development
Turnover costs
Personality Profile Assessments
© Copyright 2005
•advertising costs/recruitment agency fees
•candidate screening & interview costs
•testing materials
•reference checking
•training costs
•new employee productivity – learning curve costs
•employee benefit costs
The additional benefits
Personality Profile Assessments
© Copyright 2005
•improved efficiency
•higher morale
•better communication
•stronger teams
•increased quality
•less downtime
•lower costs
The Steps to Success
Personality Profile Assessments
© Copyright 2005
• define the position
• assess the individual
• manage the person
• develop their strengths
A Three Step process
Personality Profile Assessments
© Copyright 2005
The
McQuaig
SystemDEFINE
ASSESS
RETAIN
THE INSIGHT TO ASSESS AND MANAGE PEOPLE
Personality Profile Assessments
© Copyright 2005
Defining the job
Defining
Personality Profile Assessments
© Copyright 2005
Is an objective measure of theOwner’s view of the
temperamentrequired to perform a particular
Job
The McQuaig Job Survey®
Personality Profile Assessments
© Copyright 2005
Assessing the candidate
Assessing
3 best ways to improve predictability
Personality Profile Assessments
© Copyright 2005
•skills & abilities testing
•behavioural questioning
•personality profiling
Three levels of appraisal
Personality Profile Assessments
© Copyright 2005
•Appears To
•Can Do
•Will Do
Personality Profile Assessments
© Copyright 2005
ON PERFORMANCE IN THE JOB
Three levels of appraisal
Level 1
Appears To
Level 2 Level 3
• Appearance, poise &
dress
• Manners &
expressiveness
• Interests & goals
(Halo effect sometimes)(Halo effect sometimes)(Halo effect sometimes)
MINIMAL
IMPACT
Personality Profile Assessments
© Copyright 2005
ON PERFORMANCE IN THE JOB
Three levels of appraisal
Level 1
Appears ToLevel 2
Can Do
Level 3
• Appearance, poise &
dress
• Manners &
expressiveness
• Interests & goals
MINIMAL
IMPACT
•Knowledge &
skills
•Training &
education
•Experience
GREATER
IMPACT
Personality Profile Assessments
© Copyright 2005
ON PERFORMANCE IN THE JOB
Three levels of appraisal
Level 1
Appears ToLevel 2
Can Do
Level 3
Will Do
• Appearance, Poise &
Dress
• Manners &
Expressiveness
• Interests & Goals
MINIMAL
IMPACT
•Knowledge &
Skills
•Training &
Education
•Experience
GREATER
IMPACT
•Attitudes & beliefs
•Internal motivation•Stability & persistence•Maturity•Intelligence•Aptitudes
•TEMPERAMENT
GREATEST
IMPACT
Personality Profile Assessments
© Copyright 2005
Skills and Abilities Testing
The McQuaig Occupational Test®
Personality Profile Assessments
© Copyright 2005
The McQuaig Occupational Test® is an indication of an individual’s
mental agility
Personality Profile Assessments
© Copyright 2005
Behaviour based interviews
starts with
replacing future promises
with
past facts & habits
Behaviour
Personality Profile Assessments
© Copyright 2005
• The more recent the behaviour, the more
predictive it is of future performance.
However,
• the more long-standing the behaviour, the more deeply rooted it is.
Principals for exploring past actions
Personality Profile Assessments
© Copyright 2005
Personality Inventories
Temperament
Personality Profile Assessments
© Copyright 2005
The way we go about theexecution of a task, project, orin fact our whole life, if we are
left to our own devices.
It fashions the way we apply ourvalues, attitudes and beliefs,
but does not alter them significantly
Personality Profile Assessments
© Copyright 2005
is an objective measure of an individual’s
temperament
The McQuaig Word Survey®
Situational behaviour
Personality Profile Assessments
© Copyright 2005
Situational Behaviour
The temperament we
adopt to cope with the
demands of our
Current role or situation
Personality Profile Assessments
© Copyright 2005
What do the factors measure?
Graph Abbreviation Legend
Above the 42 line
Do = Dominant
So = Sociable
Re = Relaxed
Co = Compliant
Below the 42 line
Ac = Accepting
An = Analytical
Dr = Driving
In = Independent 0
10
20
30
40
50
60
70
80
90Do So Re Co Do So Re Co
Situational Real
42
Ac An Dr In Ac An Dr In
Filter out the time wasters
Personality Profile Assessments
© Copyright 2005
There are plenty of ‘square pegs’ in the marketplace looking for ‘round hole’ jobs.
Their chance of success in those positions is far lower than a candidate who fits.
Learn how to screen out
high risk candidates
Pick a winner!
Personality Profile Assessments
© Copyright 2005
There are lots of high potential staff out there waiting for an opportunity.
Giving the right people a chance can be exceptionally profitable.
Learn how to identify
potential stars
Q & A Time
www.personalityprofileassessments.co.nz
© Copyright 2005
Any Questions?
Summary
www.personalityprofileassessments.co.nz
© Copyright 2005
1) Do You Need Industry Experience?
2) Advertise the Right Way
3) Get their Sales Spiel
4) Conduct a Psychological-Interview (McQuaig)
5) Perform a Sales Profile Test (McQuaig)
6) Decide Fast Slowly
7) Hire Slow, Fire Fast
Thank you.