This guest blog comes from Mary Henry of HR on Demand.
So you’ve hired a new salesperson – Brian – and he’s not cutting the mustard.
He’s been with you a month and hasn’t closed a single prospect. What do you do?
Before you make a hasty decision, let’s first ask two key questions:
- Is there a job description for this position?
- What are the essential duties of this position as described in the job description?
The Purpose of a Job Description is Several-Fold:
- to outline the reason the job exists,
- to describe the purpose of the job,
- how it fits into the rest of the jobs in the organization, and
- how will you measure the performance of the individual in the job (the metrics or key performance indicators that link performance with results).
So let’s write a job description for the salesperson position. Here is the basic info you need in order to do that.
The salesperson will be selling business services to companies with sales of one million or less. The person in this position needs to close $1,000,000 a year in sales, and there is a commission of 7%.
So Write the Job Description
- What is the job function?
- What are the duties and responsibilities?
- Who does the position report to? Who reports to the position?
- What are the physical demands of the job?
- What education and experience is required?
Before moving on to measuring performance, there are a few additional questions to ask:
- How many closed sales are needed for $1,000,000?
- What is the amount of the average sale?
- What is the close rate of prospects to sale?
- How many cold call or leads are required to close that amount of the sale?
Is This Realistic?
If the answer is yes, and Brian meets the qualifications for the job, how do we get him back on track?
If the answer is no, is Brian the problem or is the sales process not designed or defined properly?
I would recommend considering a couple of things.
Consider Benchmarking the Job
Benchmarking is using fact finding to determine all aspects of the job. Once that is completed, I would assess Brian, his skills and abilities from a communication style standpoint and how that converts to sales success.
Have Brian Put Together a Plan on How He Can Influence His Success
An important piece to this plan is how are you or his direct supervisor going to support and monitor his progress?
Many times at this point in the process two things become clear.
- Either the job and/or sales process needs work, or
- Brian may realize that he’s not able to perform and will self select out.
This is usually the best route. The employee leaves of his or her own accord and the relationship is an amiable one. No rants on Facebook, no damage to client relationships.
Now let’s go drive some sales!
Mary Henry is president and founder of HR on Demand LLC.
HR on Demand provides human resource services to employers who need to grow their business. We do this by assessing the company and its needs and providing the services needed right now. The demand for high performing individuals to meet business goals will only increase over the next decade. In addition to attracting talent, retention will continue to challenge employers, and we have proven methods for creating an environment in which people excel.