How to recruit online sales staff

For many sales managers, choosing the right salesperson has become the most difficult part of their work. Recruitment is so difficult for the following reasons: relying on a single source of information. Some sales managers believe that "it's best to follow your gut", so they trust their intuition too much when interviewing candidates. This narrow recruitment method will often make big mistakes in the future. Cramming at the last minute. If you want to recruit people in times of crisis, you must recruit people before the deadline, but there are very few qualified candidates. This will only lay a curse for the future. The sales manager may have only a few information channels, but he hasn't invested enough time and energy in hiring decision. Doing so will inevitably bring trouble in the future. The recruitment cycle is too long. If it takes too long to make an employment decision, some excellent candidates will find another job. Many managers often regret it. Dewing, an expensive master of error quality management, once said that the cost of errors is "unknown and unknowable". However, the cost of recruitment mistakes can be quantified, at least in the short term. The method is as follows: find out the total income of the company's sales representatives in the first year (note that the total income includes salary, commission and various benefits). Say $40,000. If the sales representative leaves within one year, according to some experts' estimates, your loss will be as low as $40,000, or as high as $65,438+$200,000. The "unknowable" part is the income that salespeople may bring from existing customers, potential customers and companies, which is difficult to quantify. People usually don't pay much attention to these expenses, so they are rarely listed separately in the monthly income statement. But anyway, they are still costs. When the sales manager is busy interviewing new candidates and has no time to train and lead other employees, this part of the cost is revealed. The negligence of the sales manager here can easily lead to the departure of other key sales personnel, and there will be more job vacancies to be filled. When recruiting sales positions, consider the following three key questions: What is the sales potential of this candidate? How long will it take him to reach his full potential? How much time, energy, financial resources will it take for him to fully develop his potential? When you know the answers to the above three questions, you can make a wise decision. A comprehensive recruitment procedure Of course, for a sales manager, the ideal recruitment method varies from person to person. However, when the sales manager is committed to improving his screening procedures, he may want to consider the following factors: recruitment at any time. Pay attention to the ideal sales talents anytime and anywhere. A company's sales hero was found by his eyes while waiting for a seat. Abide by the interview "three-character classics". The number of interviews shall be at least three, the number of interviews shall be at least three, and the interview occasion shall be at least three. Interviewing three people gives you a comparative basis, interviewing three times can give you more information, and interviewing in different occasions (such as office, lunch and coffee) can give you an all-round understanding of the candidates. Get a comprehensive understanding of the situation from the references. Candidates will only use those who will give them good comments as reference. Even so, you can call these referees to find out the situation and ask them who else knows the candidate's strengths or personality. Then, call these people and ask for more information about the candidates. TONY YU involved your team in the signboard making process. The first impression of the company's front desk staff on the applicant can largely show the contact between the applicant and potential customers. If the applicant is not smart enough to make a good impression to get the position, how can you expect him to do better when visiting customers? Answer the key questions. Once you find the most suitable candidate, you might as well ask yourself the following deeper questions: What will it feel like for me to work with this person in 20 years? Now I have reason to believe that I will regret hiring this person in the future? The candidate who can successfully pass the above procedures is your ideal candidate.