In Part I of our discussion on the subject of hiring, which appeared in Sanitary Maintenance’s March issue, we wrote about one of the most difficult tasks for any jan/san executive or sales manager: finding good candidates. Much of the insight we provided stemmed from a discussion with Deone Johnson, vice president of sales at Brissman-Kennedy in St. Paul, Minn. He and I talked at length about the hiring process and the challenge of finding qualified distributor sales reps. We looked at the topic from the perspective of the person who’s hiring, as well as the person being hired.

In this installment, we will elaborate on this issue and discuss the sales interview — from both sides of the desk. For the employer, or the job applicant, here are a few bits of advice:

Does a non-compete contract with a competitor exist? You better cover this early in the hiring process. If the new person is from a competitor, determine why they looking for a new job. Yes, there are good reasons for making a move; however, a lot of salespeople seem to find a “temporary respite” with a new employer every few years.

There are a number of tests that can be used to determine an individual’s aptitude toward a particular profession — selling, in this case. There is the personality profile, which Deone and I have both used to pinpoint a person’s likelihood of success in the selling business.

Here are a few questions that should be asked casually during the interview. For those being interviewed, come prepared with answers to these questions:

  • What do you do for personal professional development?

  • What are your favorite sales-related books?

  • As a sales professional, what do you see as your primary and secondary roles within a company?

  • Describe one or two of the most difficult challenges and/or rejections you’ve faced in the past and how have you responded?

  • Tell me about a past sales success.

Here is an excellent question, one that I have used repeatedly over the years: “What do you think it takes to be successful in the selling business?” Then sit back listen. Let the candidate talk.

When discussing compensation, ask to see the interviewee’s last W-2. Discuss the candidate’s skills on computers, software or any other technology being used within your organization.

Deone also swears by a method he calls “interviewing by walking around.”

Take a walk around your facility or outside with the candidate. While walking around the grounds, observe how your prospect handles himself while walking with you. Can he or she think on their feet? Can the prospect handle one or more issues while walking and discussing issues with you? Does he or she lead or follow, and how far ahead or behind is the candidate? Does he show confidence and a positive attitude while discussing things with you?

These are just a few things to consider while hiring or being hired. If you have any ideas or suggestions of your own, please contact us through Sanitary Maintenance magazine and we will review some of your thoughts in a future article.

In our next installment, we will follow up with some insights on training and being trained — after the hire.

To share your selling ideas, fax: (414) 228-1134, contact Mr. Dixon at (877) 379-3566 or e-mail.




POSTED ON: 6/1/2004