recruitment
3. STEALING FROM THE COMPETITION
Problem: Two head-to-head competitors will likely have different
cultures, so poaching employees from your rival may bring someone
who is ill suited with industry baggage. Furthermore, hiring
from the competition will reduce the available pool to choose from,
cost more money and alert the competitor to your moves and strategy.
Finally, and perhaps most importantly, they may decide to poach
back.
Solution: The key is to model your selling environment.
Determine why your organization is successful, attractive or unattractive
to candidates. By knowing yourself, hiring managers can
understand what they need and find the best person. While they
may want to cherry-pick from the competition, they should not
limit themselves and often the best person for a specific role may actually
be from outside the industry.
4. FARMERS VS. HUNTERS
Problem: While many larger organizations need “farmers” to cultivate
and grow the proverbial crops, many companies need to put
meat on the table – now. It is important to take stock of company
goals and, if necessary, make sure to recruit a “hunter.” It is true that
each role requires completely different sales DNA and hunters can
often learn to be farmers, but the reverse is seldom true.
Solution: There are certain tests during the hiring process that
will make sure the candidate is a hunter. Ask them for examples of
when they demonstrated immediacy and a sense of urgency. Give
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them scenarios, based on specific needs, and see if they would have
gotten it right the first time. Having already modeled your selling
environment, it will be easier to identify the perfect hunter on a
case-by-case basis.
5. MOVING FROM A BIG COMPANY TO A SMALL
ONE
Problem: In a small company, there is typically less infrastructure
and support, less stability in direction and less brand recognition.
In many ways, it is tougher as many professionals like to have that
support system. While hiring decision makers may be wooed by
the big brand experience, it is important that they consider how
that person will adapt in an entrepreneurial environment.
Solution: If a prospective hire has not successfully sold in a startup,
it’s important to test their comfort with the environment, and
don’t sugarcoat it. A good test is to confront the candidate with
the truth – we are not a big company, we don’t have assistants, no
company cars and no executive dining room. See how they react
to those truths. Then give them the good news – no bureaucracy,
quick decision-making and the chance to get in on the ground floor
has tremendous upside. This will help determine if the candidate is
ready to join the team. n
Eliot Burdett is co-founder and CEO of Peak Sales Recruiting.
Courses offered at colleges and universities across
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certification@payroll.ca
34 ❚ SEPTEMBER 2015 ❚ HR PROFESSIONAL