{"id":1310,"date":"2019-09-12T08:26:19","date_gmt":"2019-09-12T12:26:19","guid":{"rendered":"https:\/\/www.peaksalesrecruiting.comblog\/hire-a-salesperson\/"},"modified":"2025-08-11T21:52:11","modified_gmt":"2025-08-12T01:52:11","slug":"hire-a-salesperson","status":"publish","type":"post","link":"https:\/\/www.peaksalesrecruiting.com\/blog\/hire-a-salesperson\/","title":{"rendered":"How to Hire A Salesperson Who Truly Delivers"},"content":{"rendered":" \"Hire<\/picture>\n

Making a bad hire is a huge cost to a company. How can teams ensure they\u2019ll attract and filter the right candidates for a sales role? (10 minute read).<\/span><\/i><\/p>\n

One of the hardest roles to fill is that of the sales rep. Today, sales professionals hold the #1 most in-demand role out of all job functions, surpassing even engineers (according to <\/span>LinkedIn research<\/span><\/a>; Manpower Group <\/span>ranks them as #2<\/span><\/a>). Overall talent shortages are at their highest since 2006, which is a dire situation for employers.<\/span><\/p>\n

Not only is it difficult to get salespeople in the door, but their success isn\u2019t guaranteed. <\/span>Nearly 50% of sales reps don\u2019t meet quota<\/span><\/a>, and a bad hire can be extremely costly in terms of lost revenue opportunity, external brand damage, and the negative effects on team morale.\u00a0<\/span><\/p>\n

This is why it is so important for companies to learn how to attract <\/span>top<\/span><\/i> salespeople, and to design an appropriate hiring process to do so. In this article, we will share insights about how to find higher-quality candidates and vet them in a way that increases their chances of sustained success.\u00a0<\/span><\/p>\n

A real hiring process includes much more than a simple job posting and interview. There\u2019s much behind-the-scenes preparation that hiring managers can undertake to increase the chances of success before a candidate even comes in for a conversation. We\u2019ll cover:<\/span><\/p>\n

    \n
  1. Preparing for the hire: Gathering resources for compensation and support<\/span><\/a><\/li>\n
  2. Defining the ideal hire and writing the job description<\/span><\/a><\/li>\n
  3. Building a candidate pipeline<\/span><\/a><\/li>\n
  4. Interviewing with a guide and rubric<\/span><\/a><\/li>\n
  5. Beyond the offer letter<\/span><\/a><\/li>\n<\/ol>\n

    Sales hiring requires a unique approach and we will offer sales-specific insights into the hiring processes we\u2019ve helped to build at hundreds of companies across North America, with thousands of candidates evaluated.<\/span>
    \n    <\/a><\/p>\n

    Preparing for the hire: Gathering resources for compensation and support<\/b><\/h2>\n

    There\u2019s more to employing a successful salesperson than just the hire itself; salespeople also need the right environment and support systems to deliver on their goals. Before creating a job description or speaking with candidates, the company\u2014and the existing sales team\u2014 must be ready to receive them. This means ensuring that such executives as the CFO, Head of HR, CMO, and CEO (the <\/span>key players for scaling a sales team<\/span><\/a>) are all on board, to allocate the necessary resources: sales operations support, technologies, training, and compensation.<\/span><\/p>\n

    Allocate competitive compensation\u00a0<\/b><\/h3>\n

    Top performers are not easy to find, nor are they easy to attract; typically, they are already gainfully employed and delivering results in their current role. But they are worth the effort and the budget, because they are much more likely to deliver on revenue goals, to inspire customer confidence and brand appreciation, and to contribute significantly to positive team culture.<\/span><\/p>\n

    An attractive compensation package can help bring in this top talent. It can also increase retention and incentivize desired behaviors. Companies need to understand the compensation package required to attract top candidates and to make sure the team has budgeted accordingly<\/span>;<\/b> this means knowing the current market base salary and on-target earning (OTE) rates, as well as bonuses and accelerators. It also means considering which non-monetary benefits can be offered, including vacation, flex time, training, mentorship, and prospects for career advancement.\u00a0<\/span><\/p>\n

    In our <\/span>2019 Sales Compensation Study<\/span><\/a>, we have found that 29% of top sales performers are not satisfied with their current compensation, and 54% are dissatisfied with their employer. Among all respondents\u2014not just the top performers\u201438% felt that their compensation was below the industry average.<\/span><\/p>\n

    This gives employers an opportunity to differentiate themselves, and suggests that compensation should be thought of as not just a standalone financial incentive, but as leverage for a broader initiative to increase employee satisfaction and retention. It is a strategic lever that should be considered at the beginning of the hiring process, budgeting appropriately and allocating resources before setting out to interview candidates.<\/span><\/p>\n

    Prepare sales process documentation and operational support\u00a0<\/b><\/h3>\n

    When a top candidate comes in for an interview, they will be evaluating a new workplace for indicators that it will support their ongoing success.\u00a0<\/span><\/p>\n

    Consequently, a sales team should check for the following things, which a candidate will also be looking for:<\/span><\/p>\n