When does employee loyalty cross the line and become management irresponsibility? We are fortunate in that the overwhelming majority of our clients have a deep desire to support and care for their frontline teams. They do this for many reasons; some altruistic, some not. Some care for their teams because they are genuinely concerned for their well being. Others, while not driven by a deep compassion for their employees, demonstrate care because it is in the best interest of the business. Regardless, these employers have a common understanding that taking care of their employees helps them take care of their customers. They recognize it is just good business.

We frequently run across organizations who under the banner of loyalty retain employees for extended periods of time that have no business working in a frontline capacity due to their poor attitude, inability to engage or influence customers, or both. It is in these situations that many well-intended leaders fall. What they fail to recognize is while employers have an obligation to provide all of the communication, tools, training, support, compensation, recognition and other resources necessary for the employee to achieve an expected level of performance, the employee has a reciprocal obligation to at least “attempt” to achieve that level of performance by using the resources the company has provided. Notice I did not say obligation to immediately achieve the expected level of performance, as someone could be improving month-to-month and still be below the target.

There are many reasons why someone may underperform. It could be a learning difficulty, an inability to acclimate quickly to new technology, an illness or a traumatic life event that is inhibiting their effort short-term. These things can be forgiven if the underperformer is earnest in attempting to improve. Not attempting, however, is inexcusable and usually a sign of a deeper problem. If an employee is unwilling to try and improve when their employer has invested in their skills development, what they are really saying is “The company goals and needs are not important to me. I am going to do my own thing.” This mindset can become not only damaging, but viral and contaminating, as the renegade performer’s interests may not be aligned with the company’s interests. An employer who allows this to happen repeatedly is not being loyal; they are using the banner of loyalty to mask a weak-kneed unwillingness to make tough decisions – one of the true hallmarks of great leadership.

Chris Brown - Senior Vice President, Frontline Performance Group

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.

Hiring the right frontline associates can make or break a business, so it is imperative you know what to look for. Here are a few key attributes qualified individuals should possess:

• Personality – A great personality is a must for a job that is all about dealing with people and being able to influence their buying decisions. 
• Positive Attitude – The team member you want on your frontline is the one who not only shows up for work with an outstanding attitude but can maintain it in the midst of trying circumstances.
• Confidence – Look for self-assured individuals with a strong, positive self-image.
• Sharp Image – Appearance has a huge impact on professional image. The success of any business encounter begins the second someone lays eyes on your frontline, often long before either party speaks.
• Communication Skills – Seek individuals who enjoy carrying on a conversation, who listen actively and who are concise when needed.
• Motivation – You need people who are hungry to make money and driven by a competitive spirit to be the best.
• Sales Background – While it is helpful, it is not a prerequisite. Sales skills can be taught to anyone who has aptitude, desire, sincerity and integrity.