Tag Archives: Sales Recruitment

  • 0

Extreme Hiring Tactics – Read Them to Believe Them!

Tags : 

By Yvonne Manzi
Guest Writer, University of London

We know the losses in time, money and resources that can be caused by a bad hire. It is no wonder, then, that some organizations will go to great lengths in order to find the right people. An article on INC.com recently compiled four of the wackiest hiring tactics by companies. You might get inspired by these pioneers in hiring – sometimes the obvious, clear-cut route isn’t the most effective one. Read on and let us know what you think!

Hiring Tactics

1. Vote Early; Vote Often. “Firing fast never works,” says Dane Atkinson, CEO and co-founder of SumAll, a New York City-based business analytics firm. That’s why Atkinson puts every employee through a 45-day trial period. Each applicant is assigned an on-staff sponsor and gets regular assessments from a dedicated selection committee.

At the end of the trial, if the selection committee approves a candidate, SumAll’s entire 35-person team puts the matter to a vote. One veto, and the candidate goes home. About 30 percent of applicants don’t pass. Atkinson admits this Survivor-style approach intimidates plenty of applicants and requires an intense time commitment from employees, “but the meta effect is better,” he says: In two years, only one employee has left the company. “It sets employees up for success,” he says, “because there’s such close attention paid to them in those early days.”

2. Trial by Rejection. Salespeople need to be able to handle rejection on a daily basis. So when Rob Rawson hires salespeople for his remote staffing company, Staff.com, he starts by turning them down. After initial interviews, Rawson calls the candidates he wants to hire and tells them he doesn’t think they have what it takes. About 75 percent of applicants accept the rejection outright or become overly defensive–and thereby fail the test. On the other hand, the 25 percent who fight to make their case tend to be golden. “You get to see whether a salesperson is able to overcome rejection and sell themselves with a real-life example, rather than a theoretical question,” he says.

3. Make It Like a Reality Show. Potential hires are used to selling themselves, but it’s what they’re willing to say about other applicants that John DeHart finds truly revealing. He’s the co-founder and CEO of Nurse Next Door, a Vancouver, British Columbia-based franchiser of home care services. The company conducts group interviews to make the hiring process faster and assess candidates for cultural fit.

After asking the usual questions about strengths, weaknesses, and the like, DeHart and his staff conclude each interview by asking the applicants which of their rivals they would hire. Many choose the weakest candidates, which suggests to DeHart that they are threatened, rather than inspired, by top performers. “ ‘Admire people’ is one of our core values,” he says, “so we’re looking for someone who will point to the top person in the room and honestly say why they would hire him.”

4. A Bounty on Their Heads. The Nerdery, a Web design firm in Bloomington, Minnesota, hires about 25 percent of its employees from internal referrals. But last year, the company was growing so quickly that hiring became a bottleneck. Co-founder Mike Derheim needed a bigger applicant pool, and fast. So the company took out ads offering to pay the public to refer good developers. The Nerdery rewarded people with $100 if their candidates landed an interview and $400 if they got hired.

More than 700 referrals came rolling in, along with another 900 applicants who heard about the campaign and applied on their own. The company did 600 interviews and spent around $30,600 on rewards. Of those 600, 33 developers were hired, which Derheim says is just slightly lower than the company’s typical acceptance rate. “It was more risk than a lot of companies are willing to take on,” he says, “but when hiring is our No. 1 constraint, it’s definitely worth the investment.”

So what is the most extreme hiring tactic you have undertaken or are thinking of undertaking? Do you plan on trying out new methods?


  • 1

Hiring Great Sales Employees – Bite Into the Apple Approach!

Tags : 

Article by Christine Krenek, from Profiles International.


Whether you’re a small retailer or the world’s largest technology company, you need the best-fit sales employees to succeed.
Recruiting and selecting effective sales reps is critical for any sales organization! Take Apple Inc. for example, when you go into Apple stores across the country, you’ll find exceptional customer service.

An article from Forbes discusses how the tech company successfully hires their retail employees and what specific qualities they look for. The article cites that “Apple doesn’t look for exceptional intelligence or technical mastery,” instead here are seven characteristics the company’s hiring managers look for during their extensive interview process:

  • Smile and be friendly
  • Demonstrate passion
  • Don’t worry about not initially knowing the products
  • Speak up and demonstrate confidence
  • Interact with the group and ask for help
  • Show a commitment to the customer
  • Talk with humility

Looking at these qualities, Apple clearly focuses on hiring great “sales attitudes” that fit their organization and values.

All sales organizations and positions are different. For example, over the counter sales positions are very different from on-the-road, door to door sales reps. Different sales positions call for different types of employees. As Philip Shuler, a Senior Strategic Account Manager at Profiles International, says, “It takes a different type of sales person to sell a Bentley than it would to sell a Kia.”

So how do you know if a new sales representative will fit your organization’s needs? The answer is simple: assessments! Sales assessments make sure you hire the right person for the right job position. Pre-screening and skills tests, like the Profiles Sales Assessment™, ensure you hire the best-fit reps for specific sales positions and reduce common problems such as turnover and not meeting revenue goals.

Similar to Apple’s hiring criteria, the Profiles Sales Assessment™ measures seven critical sales behaviors. These behaviors paint a picture of each sales candidate or employee and ensure you select the one who is most likely to be successful for a specific position. These behaviors include: prospecting, call reluctance, closing the sale, self-starting, working with a team, building and maintaining relationships, and compensation preference.

Learn even more by watching a video of Philip Shuler discussing how to “Enhance Sales Recruiting and Staffing”

Do you have any tips on Sales recruitment? Tweet us @ProfilesAsiaP or reach us on Facebook!


Show Buttons
Hide Buttons