It is no surprise that recruiting top performing sales professionals in New York City is no easy task. Top sales people in the Big Apple do what New Yorkers do best – make money, and lots of it. To be the best of the best, requires competing and winning in arguably the most cut throat and fast-paced selling environment on the plant, where “no” or “maybe next quarter” is never an acceptable answer.

In the land of “time is money”,  ‘A’ level sales people don’t spend much time considering career options or looking for work, but instead are busy pounding the phones, building relationships with key buyers from Chambers St. down to State St., and closing deals with Fortune 100 companies. This reality has given rise to one of the most common questions VP of Sales and HR Mangers are faced with when attempting to recruit in Midtown Manhattan: “how and where can my organization find ‘A’ level sales talent in New York?”

The solution should come as no surprise…

Finding top sales professionals in New York takes a significant amount of time, effort, and resources. Hiring teams must first have a concrete understanding of the skills, experience, and DNA that is required to excel in the organization’s unique selling environment, and utilize those requirements to guide the recruiting plan, including the individuals that will be targeted and how the opportunity will be presented. Not to be forgotten in this process is the impact the compensation package attached to the role has. It should influence and dictate the level of professional a hiring team targets as well as the companies they are sourced from.

What further complicates the recruiting process in New York is that there are over 100,000 sales people in Manhattan alone, with +75% of them not hitting quota year after year. This abundance of sales people creates an artificially large talent pool that is heavily diluted with ‘B’ and ‘C’ level sellers, making assessment even more arduous.

Given the reality that top sellers represent an extremely small percentage of the total sales population, particularly in New York, there is a very small likelihood that traditional recruitment efforts will yield the ideal candidate an organization wants and needs. Committing to a rigorous and structured sales hiring process will mitigate hiring risk and keep a hiring team focused on searching in the right places and for the right people.

Networking Helps Exposure to Sales Talent

It goes without saying that networking and referrals are one of the most effective ways to get exposed to high achieving sales people. Why? Because top performers are looking for something, customers.

Therefore, in order to compliment other sales recruiting efforts, here are 8 sales networking events in NYC where there is a good chance of meeting some great sales people:

1. NYC Enterprise Sales Meet-up: The NYC Enterprise Sales Meet-up is a group for sales people in the NYC metro area selling to large companies and involved in complex sales cycles. The ultimate purpose of this community is to create an environment where like minded professionals can not only network with peers, but learn from other industry leaders about successful selling methodologies. This group, in particular, is great for Sales Managers in the software space looking for talent that can sell complex solutions.
2. NYC Business Networking Group: The NYCBNG has been hosting business networking events for sales and business professionals alike for 7+ years. With more than 300 events since its inception, NYCBNG has earned a reputation as one of the premier, all around business networking groups in NYC. In fact, NYCBNG won the coveted Top 100 Small Business Influencers Award in Leadership in 2011. Membership is free, which makes it one of the busiest, and well attended business networking groups in all of the United States. While not sales specific, top sellers can be spotted attending NYCBNG events.
3. Swap The Biz NYC Business Networking Group: Swap invites business professionals from all boroughs to connect, share experiences, and learn selling techniques from industry leaders. With sales professionals from Fortune 500 companies, right down to late stage start-ups and everything in-between, this group is perfect for hiring managers to connect with sales professionals from a variety of selling environments.
4. NYC Start-up Enterprise Sales: The NYC Start-up Enterprise Sales group is targeted to professionals who are currently employed at small tech start-ups selling into large organizations, agencies, or involved in complex sales cycles of any kind. Sales/Business Development pros, founders who sell, “growth-hackers”, and anyone responsible for bringing in revenue or users to a small stage company attend these meet-ups, which makes it an extremely attractive group if adding talent that has thrived within an entrepreneurial environment has been identified as a hiring requirement.
5. Networking for Professionals’ High Speed Networking: This networking event is all business and about meeting as many professionals as possible. What’s great about this particular event is that attendees have access to attendee lists; including position and title prior to attending, enabling participants to conduct research and identify high quality targets.
6. New York Business Expo and Conference: Conferences such as the NYBEC present a unique opportunity to network with fellow sales professionals while learning new sales strategies along the way. One of the underrated aspects of networking at conferences in particular is that it exposes candidates from across the country. This is particularly important when recruiting for remote roles, or if there are plans for expanding into a new territory outside of the New York City or Tri-state area.
7. Manhattan Chamber of Commerce: The Manhattan Chamber of Commerce (MCC) is a vibrant business membership organization comprised of a cross section of 10,000 business members and subscribers ranging from sole proprietors to large corporations and multi-national firms. While this is a paid membership organization, it offers a great way to connect with entrepreneurs, sales leaders and executives from throughout Manhattan.
8. Whine & Dine Networking: The Whine & Dine Human Resources Networking Group was founded in 2003 with a simple concept – to advance professional and social networking for Human Resources professionals without the burden of excessive rules or requirements and to support the HR community everywhere. With more than 10,000 members across the east coast, it has become one of the hottest networking groups for HR leaders to meet new talent.

By attending these events, hiring managers have a unique opportunity to meet with ‘passive’ candidates in an informal setting, where candidates can be evaluated against hiring criteria without even having to mention the opportunity at hand. Moreover, developing relationships with established professionals enables hiring managers to more quickly and easily respond to future hiring requirements and gain access to their own networks of contacts. Our team, are, of course, proponents of the ‘ABR’ or ‘Always Be Recruiting’ philosophy, since having a strong talent pipeline, especially in New York, is critical to the long term success of any business.

To your sales hiring success!

P.S. Are you frustrated by high sales turnover, poor rep performance and missed sales targets? This FREE eBook detailing the 10 most costly sales hiring mistakes is the answer.

Photo Credit: Stuck in Customs via Compfight cc

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Eliot Burdett

CEO at Peak Sales Recruiting

Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

• 20 Of Our Favorite Books About Sales Management and Sales Leadership – October 20, 2023
• How To Make Progress On Your Sales Goal Without A Sales Leader – September 15, 2021
• Augment Your Recruiting Strategy During “The Great Resignation” – July 26, 2021

Recruiting high achieving sales professionals onto your sales team is no simple task for a few simple reasons:

• They are rare,
• They are employed, not looking for a new job, and are constantly receiving offers from competing employers.

Overcoming these challenges takes significant effort and commitment, but the investment is justified by the superior results that top sales talent delivers.

Leading employers understand the value of attracting great salespeople and leverage many tactics to tilt the odds in their favor.

Here are the Top 10 Factors for a Successful Sales Recruitment Project:

1. Ensure Decision Maker Alignment:

Before approaching and engaging candidates, it is critical that your hiring team is aligned on the hiring criteria that all candidate’s must possess in order to be considered for the role.

It is imperative that the decision makers involved in the hiring process be united around:

• The key performance metrics and success criteria associated with the role and;
• What the long term expectations for the new salesperson will be.

Having a concrete understanding of these requirements from the start enables the hiring team to be more efficient and results in engaging the right salespeople, faster.

2. Create an Ideal Candidate Profile:

Once you and the rest of your hiring team are 100% aligned on the role’s KPIs, working to construct the ‘ideal candidate profile’ becomes one of the most important factors that will determine the success of your recruiting project. This profile, which paints a picture of the perfect candidate and breaks down the required competencies into 3 sections (skills, experience, and DNA), should direct not only where you look for candidates but also influence how you evaluate them.

3. Properly Articulate the Opportunity:

In order to attract the best, you must be able to present the opportunity as just that — an opportunity for the candidate to advance their career and achieve their financial objective. Many job descriptions include both a list of duties and qualifications, however Peak endorses job descriptions that are focused on key metrics, goals, and quantifiable objectives (for an example, check out our Job Description of an Account Executive).

We strongly advise, however, that you don’t let your opportunity profile (we don’t support the use of the word ‘job description’) speak entirely for the role. Instead, have direct managers and senior company leadership speak to candidate about what makes this an exciting role that a candidate cannot pass on.

Identify the opportunity for professional and personal growth that can take place, and if your company isn’t a name brand, articulate how it is disrupting the marketplace and working to become one of the world’s top companies. As Aaron Ross correctly states, “ignoring softer but more powerful forms of rewards such as respect, appreciation, and fun,” represents one of the fatal mistakes CEOs, Sales VPs, and HR executives make when hiring new talent.

For more information on what attract companies need to do to attract top sales talent. Read this article.

4. Be open to different backgrounds:

We often find that job descriptions are created that require candidates to have certain qualifications. Experience tells us that the typical hiring requirements of most firms have little to do with sales success. In fact, some of these “need to have” conditions adversely limit the pool of candidates and reduce the chances of making a great sales hire.

Put your focus on the exact profile that determines success within your selling environment and set aside unnecessary metrics or qualifications that might allow under-qualified candidates to enter your hiring process. And remember that the right sales DNA — character and behavioral traits — often outsell the right career credentials, so be open to salespeople who can achieve or exceed your targets vs. the ones with the right resume.

You can read more about what great sales DNA is here.

5. Have a Strong Sense of Urgency:

Since top salespeople get a lot of attention from potential employers, they will quickly lose interest in an employer that doesn’t fight for their attention. You risk compromising your chances of hooking the best sales people if you act like they are lucky to be in contact with you.

Do court the candidate. Do not fail to proactively express positive interest, cancel interviews (or not show up at all), not follow-up after the interviews, provide little or no positive feedback, make the candidate wait a considerable time before meeting them, and/or anything that says that making a great hire or hiring them is not a priority.

Here’s our eBook on the top sales hiring mistakes we consistently see companies make.

6. Practice Patience:

Great salespeople are actively and gainfully employed and aren’t typically looking for new opportunities. It takes time to not only find the best, but convincing them that making a career move would be in their interest is a difficult task in and of itself. Not to mention the time it takes to further assess them to ensure they fit with your selling environment. Unfortunately, there is no quick way around this, but the return on your investment is considerable so it literally pays to be patient.

7. Embrace Regular Communication:

Regular and open communication with your internal and/or external recruiters about changes in hiring requirements, the quality of candidates you are seeing, or even about things such as your availability to interview candidates can make or break your sales hiring efforts. When communication is made a priority in your recruiting plan, necessary changes can be made in real time and solutions to challenges can be actively developed and deployed.

8. Embrace a Structured Interview Process:

Most interviewers prepare for interviews in the moments right before an interview takes place. This introduces the risk that lack of preparation, mood, and other emotional or irrational, non-related factors will compromise an objective assessment of the candidate. By having a set interview process that asks strong sales specific questions, you mitigate the risk that arises from an unstructured, fly-by-the-seat-of-your-pants interview process.

9. Provide Above Market Compensation:

While financial compensation is not the only factor when top salespeople consider a change of employment, it is certainly a major factor and often the most significant. Enticing a top performer to leave an employer to join your company will often require paying at or above market. Ensuring that your team has agreed upon a compensation package that is inline with the market (and not overly complicated) makes it easier to land ‘A’ level talent while saving you time and effort.

Need instant help ensuring your sales comp plan is mistake free? See – Why Sales Compensation Plans Fail

10. Set up New Hires to be Successful:

World class employers understand that the best salespeople will only work for them if they are able to articulate how the salesperson will be set up for success. This means being able to demonstrate:

• How other reps achieve targets and how they have performed against their sales targets to date;
• A structured on-boarding process that establishes key accomplishments to be met over the first 30,60, and 90 days;
• Mapping out what new hire development and support activities will be undertaken to ensure the rep becomes productive as quickly as possible;
• Providing training on your organization, products, the market, sales systems, branding and marketing strategy, tools and support.

Here’s 6 Ways to Onboard New Salespeople Successfully.

Take these factors into consideration prior to engaging in your sales recruiting project and commit to not cutting corners, and your chances of success will increase tenfold.

To your sales hiring success!

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Eliot Burdett

CEO at Peak Sales Recruiting

Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

• 20 Of Our Favorite Books About Sales Management and Sales Leadership – October 20, 2023
• How To Make Progress On Your Sales Goal Without A Sales Leader – September 15, 2021
• Augment Your Recruiting Strategy During “The Great Resignation” – July 26, 2021

A few days back I was having a conversation with a B2B startup exec who is in the process of building out a sales team. The company provides a tech solution to a niche market and the primary trait the company is using to filter potential sales candidates is experience selling technology to the market being targeted – the strategy being that such a salesperson would possess a network of contacts which enable them to generate sales very quickly.

The Rolodex Sales Hiring Strategy

The desire to hire someone with a great network and  book of business is pretty common. At Peak, this requirement is a part of probably half of the B2B sales recruiting inquiries we receive. Can anyone blame an employer for wanting to hire someone who can generate sales immediately upon being hired? It often works. Particularly in industries where relationships are paramount and there is limited turnover in buyer organizations. Good luck getting a construction company or a military supplier to hire an account exec without industry experience (I have learned first-hand it can be folly to try).

But there are many sectors that are less static and in which buyers change jobs and employers regularly. How much value is a rolodex worth if “friendly” buyers are regularly replaced by buyers who may have allegiances with alternative vendors? The answer is not much unless there is concerted effort to maintain relevant contacts in every customer organization.

Moreover, in many companies procurement processes such as open tendering and selection committees strive to select vendors based on merits and thus neutralize the explicit value of relationships. When a sales person changes from one vendor to another, deep relationships with buyers may be useful for opening the door, but won’t help in closing business unless the offering is superior to that of the competition.

And perhaps the largest challenge inherent in hiring someone with a specific resume and set of experiences, is that it considerably narrows the pool of talent upon which to draw, which in turn creates a sellers (as in candidate’s market). Using the defense industry as an example, Peak has been involved in several searches for account executives selling into the defense sector where our customers needed us to find sales people who had sold very specific products and services to very specific customers. We successfully recruited the candidates, but when the number of sales people in the world who qualify for a specific position can be counted on one hand, the recruiting employer is going to have little negotiating leverage with the candidate on matters such as compensation and may have to compromise on key issues such as culture fit – at a certain level the employer has to take what they can get, since the number of candidates simply isn’t large enough to be picky. This may seem like an extreme example but it is not grossly out of line with the situation that many employers will face where there will be a total of 10 or maybe 20 sales reps who qualify with the right resume.

Sales DNA Hiring Strategy

The alternative to hiring based on experience is hiring based on sales DNA and here’s what I know from close to 30 years of sales and management experience: sales DNA almost always beats the resume. With the exception of rare instances, some of which detailed above, where domain experience and relationships are critical and hard to acquire, the right DNA, meaning personal character traits, find a way to get the job done.

Sales DNA almost always beats the resume

When we study the character traits of top performing sales people across different industry sectors, we see traits such as ambition, competitiveness, sense of urgency, confidence, perseverance, optimism, resilience, ability and desire to influence others. These intangible, but highly critical traits are what drive high achieving sales people to be successful. They are what allow top sales people to make good judgements, create good luck for themselves and capitalize on opportunities that average sales people miss.

These are also the traits that allow a door to door dictionary sales person to beg their way onto a software sales team and then become the number one sales person in a matter of months. True story. These are also the traits that allow a person selling shoes come into a company selling VOIP systems and become the perennial sales leader. Another true story. These are also the traits that enable a person with a tech sales background to come into a construction company desperate for new sales and drive new sales growth. Yet another true story.

I have seen this story played out countless times. The right sales DNA finds a way to succeed. The right sales DNA acquires the requisite knowledge quickly, figures out who they need to know and makes the connections. While they may not have a rolodex in theory, they are able to get to the buyers and influencers and find ways to make themselves indispensable, ergo building the relationships they need.

The biggest upside of hiring based on sales DNA is that the talent pool is exponentially larger than if hiring based on sector experience. So rather than being limited to a small number of candidates that qualify, an employer is in a far better position to hire someone that fits the comp plan and more importantly, is a fit with the employer’s values and culture, which is the primary basis for a long and successful relationship with a sales hire.

DNA vs. Resume?

Every sales situation is unique and each sales manager will know whether their sales team members really have to have the sector experience in order to be successful, but in my experience, more often than not, sector experience is not the determining factor in who is at the top of the sales team leaderboard.

To your success!

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Eliot Burdett

CEO at Peak Sales Recruiting

Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

• 20 Of Our Favorite Books About Sales Management and Sales Leadership – October 20, 2023
• How To Make Progress On Your Sales Goal Without A Sales Leader – September 15, 2021
• Augment Your Recruiting Strategy During “The Great Resignation” – July 26, 2021

We see it all the time. A great sales candidate meets with a prospective employer who rejects the candidate and elects to hire someone else. Oftentimes the reasons are legitimate – such as poor cultural fit – but many times, there are no logical reasons for the decision not to consider the candidate who would in all likelihood otherwise be a strong producer.

When reliable sales talent is in such high demand because it is so important to the success of any business, excluding great sales candidates from the hiring process for the wrong reasons is a real issue. There are several reasons why this happens:

Top Performing Sales People Are Different – If you spend any time with sales people who consistently perform at or above targets, you will quickly see they are different than the average sales person. The over-achievers possess higher drive and ambition, are more competitive, and exude confidence. While these are the traits that lead to sales success, they can be misinterpreted as liabilities, as Joseph Skursky noted in his post, Sales Thoroughbreds: The Key to Winning New Business, “the very nature and intensity of a hunter’s personality frequently turns off some recruiters and people in HR.”

Top Sales Talent Is Rare – As Colleen Francis points out in her book, Nonstop Sales Boom, only 20% of reps consistently hit well above their targets. Since the vast majority of applicants and the majority of sales people employed are average or below average sales people (see John Kearny’s post, Is Your Talent Hurting Your Sales Initiatives?), hiring managers are often not conditioned to spot them and instead are looking for more of what they are used to – average sales people.

High Producing Sales People Are Employed – Great sales candidates are not sitting at home waiting for a call from a new employer. Sales people who are consistently at or above target are busy producing sales for another employer. And being paid well to do so. Any employer trying to recruit one of these may find that they may not be as enthusiastic as another unemployed candidate who desperate for a job; any job. Often enthusiasm is mistaken for ability and a hiring manager focuses on the sales person they can easily hire rather than the sales person that will produce the desired sales results.

Broken Hiring Processes – In many companies, the hiring process is disjointed. Multiple people are involved in the hiring decision without clear and shared hiring criteria. This leads to confusion about the traits the employer is seeking and some great candidates can get nixed because someone misunderstands the hiring needs. Furthermore, it is often the case that people involved in the interview and hiring process have no formal training on how to interview or select candidates (in case you need it, here are some tips on how to interview sales candidates). As sales expert Dave Stein points out, “a key to successful hiring is objectivity.  Hiring salespeople on gut feel, the old-fashioned way, doesn’t work.”

It takes a lot of hard work and effort to attract and hire great sales people. High producing sales organizations know that the odds of attracting sales talent is greatly increased when top performing sales people are immediately recognized and given the attention they deserve.

To your success!

References:

Sales Thoroughbreds: The Key to Winning New Business – Joseph Skursky

Is Your Talent Hurting Your Sales Initiatives? – John Kearny

Nonstop Sales Boom – Colleen Francis

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• About
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Connect:

Eliot Burdett

CEO at Peak Sales Recruiting

Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

• 20 Of Our Favorite Books About Sales Management and Sales Leadership – October 20, 2023
• How To Make Progress On Your Sales Goal Without A Sales Leader – September 15, 2021
• Augment Your Recruiting Strategy During “The Great Resignation” – July 26, 2021

As we have written about before, top performing B2B sales people want to work for industry leading and highly reputed companies which their chances of success are greatest. Since there is excess demand for the services of top sales people, why wouldn’t they be selective in who they work for? In an Internet dominated world, a key question for employers is how much value the best sales professionals assign to the online reputation of an employer when deciding whether or not to be engaged in their recruiting process?  And, what can I, as an employer, do to ensure that our online presence and reputation doesn’t interfere with recruiting efforts?

How much does online reputation matter for employers?

Top sales professionals, whether they are a rep or a sales VP, are passive. They are leaders in their space because they not only hit, but exceed their sales goals year after year. They win deals because they do their due diligence on prospects and don’t waste time; they are efficient. Furthermore, they have excellent compensation packages and are not usually interested in making a move because they are set-up to succeed in their current role. So when trying to attract the best-of-the-best, it is important that you, regardless of your position in the company, ensure your company puts its best foot forwarded when headhunting ‘A’ level sales candidates.

Often, the first exposure a candidate will have with your company is online. Perhaps the candidate will enter the url of your company and check out the website directly. Most likely, candidates will Google the company name to see what top search results are returned. Usually sites like the organization’s LinkedIn company page and Google+ page will be high on the list. But remember how top sales performers do their due diligence, instead of stopping at a basic Google query, they will enter “company X + reviews” or “working at company X”.  These searches can return information that will make or break your sales recruiting efforts.

In this day and age, companies that don’t have an exceptional online presence are simply not going to attract A level talent”

-Cameron Herold, Founder of BackPocket COO.

Perhaps the most important detail that candidates look at is, of course, customer reviews. These reviews are arguably the lifeblood for an organization since they are tell-tail factors of whether or not the product or service provided has actually been embraced by the market. Things like business awards, a testimonial page, case studies, and a sizeable social media following (depending on B2B vs B2C organizations) do most of the ‘talking’ about where your organization ranks at the end of the day. Bottom line, if your organization has no ‘proof’ that its deliverable has a fan base, you can forget about attracting the best-of-the-best.

In a close second to customer reviews are employee reviews. Often posted by past employees, but sometimes posted by current ones, online sites like Glassdoor.com, Indeed.com, LinkedIn, and Vault.com provide an avenue for candidates to be armed with a dump truck full of knowledge about their potential employer. While the reviews posted on sites like those listed above are often, and rightfully so, taken with a grain of salt by candidates, their ability to influence should not be underestimated.

Monitor and Develop 

Luckily there is a way to fight back, especially against those employees who left with a sour taste in their mouth. It’s simple, world class employers not only showcase their customer’s rave reviews but actually quote some of the things current employees are saying about why they love to work at their company..

Take one of our favorite clients, Thomson’s Online Benefits, for example. Not only do they talk about their “bright, clean, modern and just a little bit different” working space, but they also talk about how keeping their employees healthy and “alleviating those mid-afternoon energy slumps” by providing a “seasonal selection of free fruit in the office.” Furthermore, as you can see in the picture below, they actually showcase their Pay and Benefits awards and have a short Q & A with one of their team members on what it’s like working there.

Show casing awards and the working environment are just a few of the ways your organization can amplify its online attractiveness to ‘A’ level sales talent. Try doing a case study of on one of your reps that has rising up the ranks. In it, be sure to identify what originally attracted the candidate to the organization, how management provided the tools for the candidate to succeed from day one, and how they are now impacting the current working environment. Put it this way, just as sales prospect respond best to the success of others, so do sales candidates.

Another option which Human Resources and your organization’s Marketing department could undertake is to conduct a short, 2-3 minute video interview with the President or CEO where he or she discusses why your organization is a great place to work and make a fantastic living. If you are hiring a sales rep, do a video with the individual who would be managing them too.

Bottom line, in the war for talent, it is worth investing to ensure that your company looks and sounds it’s best online since an active, positive online reputation is one of a firm’s most strategic and valuable assets.

TIP: work with your marketing and PR departments to fine-tune your online presence.

Happy hiring.

Found what you read useful, then you would love our newest FREE eBook  – The First 90 Days, Your Guide to Making New Sales Hires Produce Fast.

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• About
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Connect:

Eliot Burdett

CEO at Peak Sales Recruiting

Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

• 20 Of Our Favorite Books About Sales Management and Sales Leadership – October 20, 2023
• How To Make Progress On Your Sales Goal Without A Sales Leader – September 15, 2021
• Augment Your Recruiting Strategy During “The Great Resignation” – July 26, 2021