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SALES RECRUITERS, INC. BLOG

Recruiting Digest: An Army of Entrepreneurs

July 12th, 2011

The following contains excerpts from Jennifer Prosek’s article An Army of Entrepreneurs:

“What businesses need to succeed now is their own army of entrepreneurs – an internal force of committed, creative employees. With the army strategy, employees are empowered to develop an owner’s mindset and take initiative.

80% of Americans would like to be the owner of a successful small business, compared to only 14% who desire to become the CEO of a Fortune 500 company.

A major tenet of the army philosophy is that with the right training, resources and encouragement, everyone can become more entrepreneurial.

To create their own army of entrepreneurs, companies can follow these four guidelines:
- Establish and nurture culture: Culture isn’t optional. To truly build an army of entrepreneurs, companies must have the right practices and outlook. The four elements of a core culture include authenticity, commitment to people, commitment to the business and continuous effort.

- Create a nudge: a nudge is a harmless bit of engineering that attracts people’s attention and alters their behavior in a positive way, without actually requiring anyone to do anything at all.

- Teach employees the business: While many business are focused on teaching employees the skills they need to do their jobs, an army approach is focused on teaching the business: how it makes money, where clients come from, why they stay or go, and other big-picture issues.

- Maintain momentum: inertia is the enemy; there are three key components to keeping the energy alive: compensation, morale, and communication”

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The Link to High Performance

July 11th, 2011

The following contains excerpts from Jan Brockway’s article The Link to High Performance:

“It should hardly come as a surprise that the employees who go above and beyond – who invest that discretionary effort – are among the most engaged.

It’s very difficult to have profit without engagement…and that engagement, once established, can see a company through leaner times and help to build it back up.

In fact, given the strong link between poor performance and disengagement, a good place to start might be the 15% who are disengaged but staying put! When companies are busy and the job market favors employees, remember that your engaged employees are watching you. You need to keep them engaged without hauling dead weight.

Employee satisfaction is an outcome, not a goal. You may bolster engagement by offering good salaries and benefits, but ultimately the goal is high performance, not satisfied employees. The last thing that anyone wants is a staff populated with satisfied underperformers.

Help employees understand why they are important to the company and give regular feedback. The result is higher engagement as well as higher performance.

Make sure that goals are measurable. Specific goals have a greater chance of being accomplished than a general goal.

Having goals and achievements in a system not only improves communication around performance but also enables organizations to foster better collaboration and align goals across the organization.”

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Job Posting Best Practices – Think Like a Job Seeker

July 6th, 2011

According to Monster.com, here are some tips to think like a job seeker:

“Every job posting is different, but a good first step in creating any job posting is to understand the search behavior of the candidates you want to attract.

Currently employed candidates and those looking for highly specialized positions tend to use more filters and more specific criteria in their searches, in an effort to minimize the amount of time they spend sifting through jobs that aren’t exactly what they’re seeking.

Unemployed candidates and those seeking positions that don’t require specific experience tend to search using fewer criteria, and will frequently enter a location as the only criterion. They have more time to browse long lists of positions, viewing every position that interests them.

Once they do find your job, it’s important that your posting provides the information they need to be able to make the decision to apply. Job seekers see location, company quality and security, corporate culture, duties/responsibilities, work environment, schedule/hours, and salary as most important pieces of criteria when they are deciding whether or not to apply for a job.

You should also think about providing information such as special sign-on advantages, perks, bonuses after completing licenses, etc. that will make your postings stand out.”

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The Science of 360s

June 27th, 2011

The following is excerpted from a Marc Effron’s article The Science of 360s:

As talent professionals, we faithfully believe that 360 feedback will help managers change their behaviors or at least increase their motivation to change. Unfortunately, those expectations are completely unrealistic.

Feedback does not lead to change. Research says that feedback often creates negative emotional reactions that inhibit change and, in one-third of cases, actually worsens performance.

Research says that when confronted with that perception gap, we will diligently try to excuse it or explain its cause. We aren’t resisting feedback; we’re experiencing what’s called cognitive dissonance. Our mind works hard to preserve our carefully developed self-image. When feedback conflicts with that image or could cast us in a negative light, the natural reaction is to reject it.

Comparison to norms isn’t helpful. We respond best when given information about only our behaviors, not when those behaviors are compared to others.

To make 360s work, we need to find the simplest science-based way to help managers change their behaviors.
- Focus on the vital few: Help managers quickly understand their two or three priorities for change by clearly stating these in the report’s first few pages.

- Don’t rate them; tell them how to change: Include direct statements of exactly how to change that behavior.

- Don’t include normative data or self-ratings: Don’t let your curiosity about how you compare to others get in the way of actually changing their behaviors.

- Use transparency to drive accountability: Using data is actually the most powerful way to drive accountability for change.

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Ways to Save Time on Nonselling Activities

June 10th, 2011

Excerpts from Homer Smith’s article Time to Spend:

The following are 8 tips for ways to save time on nonselling activities:

01.) Keep office routine to a minimum. Do paperwork before and after the best selling hours.

02.) Keep the number and length of refreshment breaks to a minimum. Keep meals a reasonable length.

03.) Avoid slow starts in the morning and early quitting in the afternoon.

04.) Avoid the impulse to stop selling when the weather is good or bad, when sales are off, or when you have made a good sale.

05.) Avoid personal business during the prime selling time.

06.) Watch customer service. Some is essential, but avoid the nonessential service or work that can be turned over to someone else.

07.) Learn to say no. Refuse jobs that reduce your selling time without adding to your sales success.

08.) Make time for your personal life, but budget the time you spend on outside activities, home and family, and your job. Give each one its fair share of your time.

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Ways to Save Time During the Call

June 9th, 2011

Excerpts from Homer Smith’s article Time to Spend:

The following are 15 tips for ways to save time during the call:

01.) Be sure of the objectives of your call.

02.) Prepare your sales presentation carefully to reduce the time needed to reach your objective.

03.) Send letters and literature in advance, if practical, to prepare the prospect and reduce the time needed in the presentation.

04.) Have all presentation material in order and complete to prevent fumbling during the call.

05.) See the right person, ie: the one who can make the buying decision.

06.) Qualify the prospect early. Don’t waste time if he or she proves to have no need or interest in your proposition.

07.) Get right to the purpose of your call. Friendly conversation has its place, but it consumes productive selling time.

08.) Keep leading the interview toward your objective. Be courteous when listening to the prospect’s personal remarks, of course, but stay in control.

09.) Sell your full line if this falls within your objective for the call. Any additional sales now are made with zero travel and waiting time.

10.) Sell other applications to prospects within the same firm. A second call on the same day means zero travel time.

11.) Make notes of details that should be remembered. They may save an extra call later, prevent errors in processing the sale, and provide the information you need to make the call more productive.

12.) Try to close early in the presentation. If that doesn’t work, it will give you information that will help you close on the next try.

13.) Close on the first call whenever possible to save unnecessary callbacks. Don’t assume that you have to call more than once to make a sale.

14.) When you reach your objective, leave. Just as you save time by getting into the presentation quickly, you save time on your next call by getting away as soon after the close as possible.

15.) Take buyers to lunch on occasion. In addition to the goodwill it generates, it can save time on your sales presentation if handled properly.

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Ways to Save Travel and Wait Time

June 8th, 2011

Excerpts from Homer Smith’s article Time to Spend:

The following are 11 tips for ways to save travel and wait time:

01.) Use a map. Reduce travel time by routing daily calls to avoid as much back-tracking as possible.

02.) Plan each day’s calls to concentrate your effort in the same general area to keep travel time to a minimum.

03.) Select the kind of transportation best suited for the area to be covered. Taking a taxi or walking may be better than driving your own car in some cases.

04.) Make appointments to assure the interview. This reduces waiting time and unnecessary travel for a return call.

05.) Follow up with phone calls as you go along to confirm appointments and make new ones.

06.) Make friends with gatekeepers. They can often persuade the buyer to see you sooner or drop hints that will help you plan your presentation, such as who else in the firm you should see, what products the firm needs, etc.

07.) Use waiting time for planning and record keeping.

08.) If the wait will be long, ask permission to make another call and come back later. If necessary, make another appointment, rather than cut into the next call’s time.

09.) Minimize emergency calls from customers. Try to get permission to call later when you are in the area.

10.) Use the telephone instead of making a personal call for marginal accounts. Often a phone call can help you pick up routine orders between personal calls.

11.) If possible, plan your travel and meals while buyers are at lunch.

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Save Time Through Planning and Preparation, Part II

June 7th, 2011

Excerpts from Homer Smith’s article Time to Spend:

The following are the final 11 of 21 tips for saving time through planning and preparation:

11.) Eliminate needless calls. Ask if the in-person call can be made the next time you are in the customer’s territory.

12.) Keep paperwork to a minimum, and find ways to reduce it. Do the paperwork outside of prime selling time.

13.) To improve the sales presentation, keep records and review them before making the call. Avoid unnecessary callbacks. Use efficient forms for reducing the amount of paperwork needed to give the desired essential information.

14.) Keep a sales record to see which accounts and merchandise produce the best sales. Compare results with time spent on each account.

15.) Fill out a call report after each call to be sure you have all the facts that will help you on the next call. Keep the report simple.

16.) Keep a time record for a few weeks to see where you spend your time. Study it to see what can be eliminated and what can be shortened.

17.) Keep a reminder file with folders for each day of the month. Drop in items that keep you from forgetting appointments and important details to cover on calls.

18.) Keep customer and prospect records on cards or sheets. Record information on the firm: whom to see, what the firm buys, what you have sold to the firm, etc. Use it for planning calls.

19.) Review each day’s performance. Where could it have been improved? What worked well that could be repeated? What leads did you get that should be followed up?

20.) Check to see if you have all supporting presentation material before you leave for a call to prevent the need for another trip or wasted time during the sales presentation.

21.) Keep in contact with your office regularly to get word of changes or developments that might affect your schedule, save a trip, or be something you might want to share with a prospect.

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Save Time Through Planning and Preparation, Part I

June 6th, 2011

Excerpts from Homer Smith’s article Time to Spend:

The following are 10 of 21 tips for saving time through planning and preparation:

01.) Schedule your selling activities as far in advance as possible monthly, weekly, and daily.

02.) Know where you are going each morning and why.

03.) Firm up your day’s schedule the evening before.

04.) Fill in the daily schedule with cold calls and prospecting to be done in the same areas in which you’re making your customer calls. Do not let them keep you from making more profitable customer calls, however.

05.) Plan replacement calls to substitute for those that might be canceled. Keep a second choice identified as a backup.

06.) Don’t assume that buyers can’t be sold during the conventional lunch hours. Find out which ones are available during the middle hours of the day, and schedule calls accordingly. You will find less competition then.

07.) Some reps like to set aside a part of each week, say Friday, for prospecting. This gives assurance that it will be done.

08.) Determine the best time to interview certain buyers. Schedule calls and appointments for these times, and build other calls in the same area around them.

09.) Analyze your accounts and rank them by potential business. Spend more time on the better accounts and less on the others. Get rid of accounts that are unprofitable. Use the telephone more often.

10.) Screen prospects carefully. First call on those who are most likely to buy or have the most potential.

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Well, Thanks! – 20 Action Steps That Show Customers You Appreciate Them

June 3rd, 2011

Excerpts from John R. Graham’s article Well, Thanks! – 20 Action Steps That Show Customers You Appreciate Them:

“No one likes to be taken for granted. Customers are people. They like to be appreciated. But be careful. If you only say thanks when it’s time to renew a contract or make a sale, your customer may not want to extend or expand the relationship.”

01.) Contact customers when it’s not necessary.
02.) Let your customers know how much you like working with them.
03.) Ask your customers what you could do to make working with you easier for them.
04.) Tell your customer’s story to others.
05.) Pass along leads.
06.) Do something a little extra.
07.) Make suggestions for improving your customer’s operations.
08.) Pass along helpful information.
09.) Lend a hand.
10.) Utilize the power of recognition.
11.) Be candid when asked for your opinion.
12.) Show your loyalty.
13.) Don’t cut corners.
14.) Come to a customer’s defense when you hear criticism.
15.) When something hasn’t gone well, let your customers know what you would like to do about it.
16.) Respond reliably.
17.) Leverage the power of free.
18.) Take the initiative.
19.) Keep your word.
20.) Show respect.

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