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Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent [Minkštas viršelis]

  • Formatas: Paperback / softback, 204 pages, aukštis x plotis x storis: 229x152x11 mm, weight: 298 g
  • Išleidimo metai: 28-Jul-2011
  • Leidėjas: Entrepreneur Press
  • ISBN-10: 1599184214
  • ISBN-13: 9781599184210
Kitos knygos pagal šią temą:
  • Formatas: Paperback / softback, 204 pages, aukštis x plotis x storis: 229x152x11 mm, weight: 298 g
  • Išleidimo metai: 28-Jul-2011
  • Leidėjas: Entrepreneur Press
  • ISBN-10: 1599184214
  • ISBN-13: 9781599184210
Kitos knygos pagal šią temą:

STOP THE REVOLVING DOOR

How many sales candidates have you hired for their technical skills only to fire for their bad attitude? How many experienced sales hires have you had to let go for poor on-the-job performance? Whether you’ve experienced such scenarios or you hope to avoid them, the takeaway is simple—the perfect hire requires more than technical skills and experience.

Sales strategist Kathi Graham-Leviss invites you to stop the revolving door of sales hires and arms you with the critical steps to choosing the perfect hire—every time. Utilizing proven best practices—revealed from the latest research in sales performance drivers—learn how to assess soft skills, problem solving abilities, and behavioral attributes, in addition to technical know-how, to select candidates who are well matched for the job, not just well qualified.

Uncover the secrets to creating a successful hiring methodology that enables you to:

  • Attract quality candidates
  • Screen for high performers
  • Predict on-the-job success
  • Select the perfect hire
  • Increase productivity
  • Reduce turnover
  • Increase Profits

Be it time, money, opportunities lost—the cost of finding and hiring a new sales employee is significant. Stop spending on poor prospects and start profiting with the perfect hire!

Praise for The Perfect Hire

"The Perfect Hire...is there such a thing? Kathi Graham-Leviss's book has made me a believer! This step-by-step path to success should be required reading for a world class sales organization or those desiring to attain such a competitive distinction."
Loretta Penn, President, Spherion Staffing

The Perfect Hire is a comprehensive guide detailing how to actively hire and cultivate the most effective sales force by using meaningful assessments that capture employees’ competency, critical thinking and core values. The book employs Graham-Leviss’ 25-years of experience and research findings to ensure employers are able capable of developing the best sales talent as possible.”
Troy Vincent, VP Player Engagement – National Football League

"Poor hiring and development practices have a devastating impact on a company's bottom line as valuable customer data is lost and relationships damaged. Kathi Graham-Leviss's book can help any business dramatically improve their hiring and development process and lead to a more profitable future".
EVP, Morris Publishing

"Finally, a sales handbook that brings together the art and science of recruiting top sales talent. Belongs on the bookshelf of every sales VP!"
Rebecca Callahan, President, SourceRight Solutions

“As a how-to guide, this book contains everything you may need to know. Brimming with straightforward strategies anyone can use to overcome the pitfalls of hiring, developing and retaining top sales talent.”
Anne Szostak, President/CEO, Szostak Partners LLC

"A brilliant book that will help ALL levels of management maximize the potential of their organizations most powerful resource – their people. This book is built around the unique perspective that hiring top talent is the number one priority, and often times most frequently lost opportunity, of every company, no matter their size. A truly important book for ALL sales leaders.”
C. Preston Bowen, Senior Vice President, Overhead Door Corporation

Preface ix
1 Getting Good Recruits
1(10)
The High Cost of Sales Turnover
1(2)
Reducing Your Turnover
3(1)
Pitfalls of Poor Hiring Decisions
3(1)
Increase Sales Force Retention with Better Hiring Practices
4(1)
The Journey to the XC Insight System
5(4)
How to Assess for Soft Skills and Problem-Solving Skills Understanding and Developing Your Talent
9(1)
The Solution
9(1)
Moving Forward
10(1)
2 In the Beginning Step 1: Define the Job
11(8)
Define the Job Criteria
12(3)
Interview People Who Know the Job
15(1)
Define the Sales Performance Standards
16(1)
Moving Forward
17(2)
3 Step 2: Benchmark the Job
19(8)
Benchmarking the Job
19(1)
Job Profile or Benchmark Report
20(1)
Competency Interview Questions
21(2)
Refine Your Job Description
23(2)
Moving Forward
25(2)
4 Assessing the 3 Cs: Competency, Critical Thinking, and Core Values
27(22)
Measuring Competencies
27(11)
Measuring Cognitive Abilities
38(3)
Measuring Values
41(1)
History of the Values Model
42(5)
Moving Forward
47(2)
5 Step 3: Screen and Interview
49(10)
Hiring Ready
49(4)
Screen for Consideration
53(2)
Telephone Screening
55(1)
Interviewing Candidates
56(2)
Moving Forward
58(1)
6 Step 4: Assess Your Top Candidates
59(24)
Application for Sales
60(2)
Standardized Workplace Assessments for Sales
62(1)
Choosing Assessments for Selecting Sales Candidates or Developing Your Sales Talent
63(3)
What to Look for When Selecting an Assessment
66(2)
Other Selection Considerations
68(1)
Legal Implications of Hiring Assessments
69(4)
Case Study: A Top Candidate Assessment
73(8)
Moving Forward
81(2)
7 How to Compare Your Top Candidates
83(16)
Seeking VP of Sales
83(3)
Candidate Assessment Results
86(1)
A New Approach
87(1)
Reviewing the Summary Report
87(6)
Behavioral-Style Comparison
93(3)
Summary
96(1)
Moving Forward
96(3)
8 Step 5: Develop Your Sales Talent
99(28)
Lee Washington's Development Plan
102(3)
The Coaching Approach to Development
105(1)
Communication Styles
106(4)
Why Establish a Mentoring Program?
110(1)
Creating a Performance Appraisal
111(6)
Competency Profile Summary
117(2)
Values and Motivation Profile
119(2)
Thinking-Style Profile
121(1)
Jessica's Development Plan
122(4)
Moving Forward
126(1)
9 Finding and Fixing the Gaps in Your Sales Team
127(20)
Brent Taft's Assessment Results
131(7)
Larry Raye's Development Plan
138(2)
Will Franklin's Development Plan
140(1)
Frank Fontana's Development Plan
141(2)
Annette Sullivan's Development Plan
143(2)
Summary
145(1)
Moving Forward
145(2)
10 Using Data and Benchmarks to Develop and Manage Your Employees
147(30)
History of DISC
148(1)
Determine Your Style
149(1)
The DISC Behavioral Styles
150(12)
Communication Preferences
162(1)
People-Reading Signs
163(2)
Reviewing Sales Online-DISC Profile Results
165(1)
Behavior Profile Case Study and Interpretation
166(2)
Sales Team Behaviors Analysis
168(1)
Thinking-Styles Assessment
169(2)
History of the Thinking Style
171(1)
The Three Thinking Styles
172(2)
Thinking-Styles Case Study
174(1)
Moving Forward
175(2)
11 Applying What You Know So Your Top Salespeople Stay
177(12)
Motivating or Self-Motivating
178(4)
Rewarding Your High-Performing Salespeople
182(2)
Creating a Motivating Work Environment for Lee
184(3)
Moving Forward
187(2)
Afterword: The Solution 189(4)
Appendix: Definition of Terms and Frequently Asked Questions 193(4)
Index 197
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