When interviewing sales candidates a three step selection process should be used, regardless of the demographic source.

Interview 1: The Screening Process

The objective of the first interview is to determine the candidate’s ability to communicate, review their professional background, and describe the selection process and the role. This interview should be conducted by a frontline manager or trainer.

Interview 2: The In-Depth Behavioral Interview

The second interview should be used to learn how a candidate would handle unique situations with customers. It is also the interview stage where sales and service questions would be asked to determine if their previous experience will help them in the position. This interview should be conducted by the candidate’s manager to be.

Interview 3: The Final Interview

This session is used to determine if the candidate will be a good fit for the team. The main objective of this interview is to stress the opportunity, recommunicate the company’s vision, and ensure the candidate understands how his or her sales successes will be of strategic importance to the company. The third interview should be conducted by the most senior manager, along with the manager who was involved in the second phase of the process.

Although this may seem like a lengthy process to some, having three levels of screening will provide you with greater perspective and feedback about the candidates as well as show prospects you are committed to finding the best person for the job.

Do your managers value the power and profit influence of the individuals in sales roles for your company, or do they resent them for what they perceive as “easy work” and in some cases “higher pay for top producers who earn bigger commission checks?” If the latter is the case, the result is usually a stark lack of support, resulting in salesperson demoralization, falling numbers, and grinding turnover.

Your frontline is your manager’s primary customer, do their actions show it?

What most people want is pretty simple: to be part of a company with a great working environment that empowers them, rewards them for hard work, and invests in their personal growth and development.

A few years ago I had the opportunity to help a client successfully navigate the transition to a service-based sales culture, which included developing the frontline sales team and providing the necessary tools and resources they needed to be successful. A few years later, I received a phone call from a FPG colleague who was completing some follow-up work with that same client. He stated he had a message for me from a frontline employee I had specifically worked with years ago. The message was simple: “thank you, you changed my life.”

In that moment I was reminded why I am so passionate about my work.

Employees want to make a difference. They want to be enthused about their work and in an environment that inspires them to contribute. I am lucky enough to have the opportunity to help our clients realize this, bring it to fruition, and in the process, positively impact the lives of the people I meet along the way. That is powerful and something worth being passionate about!

Carole Wade - Director of Client Performance, Frontline Performance Group