Hiring in sales departments can be an exhausting and frustrating experience. Whether it is marketing for applicants, fielding resumes, or the actual interviews. Each of these are time consuming.
The biggest problem we find in our clients is that the job of handling all these time consuming activities falls to the sales manager. A typical hiring campaign can take upwards of 18 hours of real work to complete, and that does not take into account the need for training once a hire is made. Of course, who is responsible for training the newbie? Yep, the sales manager.
Most sales managers are both judged and compensated on production, and training takes away valuable time that could be dedicated to additional sales. So why strain the business? Why not just do what many sales organizations do and either farm out the entire training process or skip it all together?
There is one decisive answer, your manager needs the training. Who is keeping your sales manager sharp? When we get tunneled into simply reacting to sales on a daily basis the actual information and material we use to manage our sales staff and process falters. The act of training material is as much a sharpening tool for the manager training as it is for new sales staff.
One of the key things that drives increased sales after a hiring, is not only the added personnel serving clients, but management being refocused after being involved in training the staff. It may seem near impossible but it is necessary for your management to either conduct or be intimately involved with the training of your new staff. The hours will gain amazing results.
Gregory Gershman - Managing Partner - Recruitment HQ