Hiring the Top Talent

A Strategic Approach to Hiring Top Sales Talent

Hiring sales professionals can feel like a gamble — some perform decently, others fall flat, and every so often, you strike gold.  But why do sales leaders see such unpredictable outcomes when bringing new talent on board?  More importantly, is there a way to better forecast success in hiring?

If selecting the right candidate was simple, every hire would be a long-term asset rather than part of the industry’s revolving door (the average tenure hovers around 18 months).  Unfortunately, hiring is a nuanced process.  Beyond evaluating individual skills, leaders must consider the company’s sales framework, cultural fit, team dynamics, and, in some industries, specialized knowledge of terminology and market trends.

Understanding Sales Roles and Their Key Differences

Not all sales positions are the same, and misunderstanding these differences can lead to costly mis-hires.  Broadly speaking, salespeople in the software industry fall into two categories:

• Technical/Infrastructure Sales – These professionals focus on specifications, pricing and performance.  Their customers, typically IT buyers, have clear budgets and detailed requirements for their purchases.
  
• Business Applications Sales – These salespeople operate in a world driven by ROI and business impact.  Their buyers often lack predefined budgets and need to be convinced of a solution’s business value.

The distinction extends beyond just responsibilities — sales cycles for each category differ significantly.  Infrastructure sales often involve responding to RFPs in a structured, commoditized process.  In contrast, business applications sales require navigating a more complex, consultative process where the buyer's needs are not always well defined.

A Smarter Way to Assess Candidates

Through trial and error, I’ve refined a method that increases the likelihood of hiring the right salesperson.  Instead of relying solely on candidates' resume or past job titles, I ask them to walk me through two sales cycles for net new deals they’ve experienced — one where they won the deal and one where they lost.

This approach reveals how they manage deals, whether their process aligns with my company’s approach, and how adaptable they are to new methodologies (since salespeople tend to resist drastic changes).  My biggest hiring missteps have occurred when I’ve ignored these insights in favor of a candidate’s impressive credentials.

The Importance of Cultural Fit and Retention

Even if a candidate appears to be a strong performer, he/she still needs to mesh well with the existing team.  Meetings with current sales and pre-sales staff can highlight potential cultural or chemistry clashes before an offer is extended, saving time, money and frustration down the road.

Additionally, high turnover on a sales team doesn’t just impact morale and productivity; it can be a red flag for potential investors or future hires.  Consistently making poor hiring choices can erode a company’s reputation in ways that extend beyond immediate financial costs.

If you’re looking for more strategies to improve your hiring process, feel free to reach out to Virtual Dave or email dave@moicpartners.com.