Is It Time to Throw Your Onboarding Process Overboard?

Staffing decisions are THE most important decisions sales managers make. As every sales manager knows, a few bad hires can drag down your team’s overall sales performance, morale and affect their reputation as a manager to higher ups in the company. If your onboarding process isn’t working, take this  very valuable lesson from HR departments at tech companies: test first, interview later.

Don’t Settle for Less Than Competency

We have all been in meetings discussing a new hire and heard a decision maker say, “I just have a good feeling about him.”, or “I know she isn’t the most qualified, but I just really like her.” Those works have probably even come out of your mouth. While it’s important to have a good rapport with colleagues, friendships aren’t a factor in reaching quota. So what do other industries do to make smarter hires?

HR departments within tech companies and technical staffing organizations use “talent competency models” to measure potential hires. These models measure the applicants skillset and weigh it against the requirements of the open position. The goal of this approach to hiring is to never settle for less than competent employees.

By removing all the gut feelings and approaching hiring from a more analytical perspective, it takes the emotion out of the equation and makes it easy to never settle for less than competency.

Talent competency models are used heavily for jobs that require technical expertise, like engineering. But, hiring salespeople is hard, right? It’s soft skills that can’t be measured! Sales reps just need to be outgoing, and friendly people – right?!?! Wrong. Imagine if a tech company hired that way.

If You Think Selling Competency Can’t Be Measured, You’re Wrong.

Sales effectiveness and selling skills CAN be measured, and there are tools available for companies to easily create their own talent competency models based on profiles of their top performing sales reps. Creating your own sales talent competency model not only makes it easier to hire people, it could save you from the headache of choosing a bad hire from the deluge of resumes in your inbox.

More than 50% of applicants for a typical job fail to meet the basic qualifications for that job (Wall Street Journal)

The UPtick™ sales management platform is the sales technology tool you need to develop your own sales talent competency model. Here’s how it works: prospective hires enter sales simulations and demonstrate their selling skills (or lack thereof) inside a simulated sales environment. Their performance generates a Selling Intelligence™ score across core sales skills areas. Sales management can then measure their score against that of top performers within the company.

Instead of making hires based on gut instinct, or performance within a sales team which may be quite different than the company’s, sales management can make an informed hiring decision. Test it out for yourself and discover your Selling Intelligence™ score:


How to Avoid Hiring Your Next Fire (Hint: Google Does It This Way)…

Recently I’ve spent quite a bit of time talking to heads of sales and sales development about the needs of their organizations. Eventually the topic turns to their hiring practices. In most cases they describe a very rigorous process with having multiple people in their organization conduct interviews, checking references, and verifying W-2s. Many say they only hire experienced salespeople with more than 10 years in the industry.

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Lean too much on your sales deck? Take this cue from actors…

A sales call is very much like a scene in a play. There are actors (you and your team) and an audience (your prospect). Your role as actor is to execute properly and consistently. To execute your lines, while at the same time putting the necessary emotion into the “scene” to elicit an equally emotional response in the prospect.

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Breaking Groundhog Day- Making Inside Sales Less Monotonous


Having spent several years early on in my career in inside sales call centers, there were a few consistant trends dispite the products, or individual companies. The most common trend was everyday more or less turning into the next, or the day before, or two weeks ago. In most call center “boiler room” type enviornments you have heavily monitored daily requirements, or metrics. Number of dials, talk time, demos scheduled, demos held, etc… These methodologies work well for the company, but more times then not; they don’t work well for the employee. Nobody wants to eat a tuna sandwich on rye everyday for lunch, why would you want the place where you majority of day repeating that same way? You wouldn’t. 

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Sales Profile- Aggressive vs Assertive Sales Reps, Who’s on Your Team?

Almost without exception, I speak with sales executives who understand that improving the performance of their sales force is a sure way of increasing revenue. One thing we hear often is that sales execs wish their reps would be “more aggressive”. Whether it’s driving new leads, upselling, closing, – whatever stage of the sales process management would like to see improved – they often believe aggressive sales reps will get them to their goal.

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