A sales manager is a person who needs to make decisions independently, act quickly and adequately respond to the situation. The set of competencies depends on the specific position, on which company a person works and what products he offers.
The experience of MarksMan shows that a specialist with just such a set of competencies most effectively performs work related to sales. A sales manager is a person who needs to make decisions independently, act quickly and adequately respond to the situation.
A person cannot have more than five pronounced competencies, the rest, if present, are expressed to a lesser extent. When we interview a candidate, we focus on the three or four most important competencies for a particular position. The set of competencies depends on the specific position, on which company a person works and what products he offers.
Sales are “fast” and multi-stage, but in any case, the person who initiates and leads the sale is responsible for the result. Therefore, such competencies as initiative, the ability to make independent decisions, are one of the most important for effective work in this area. If the sales manager is initiativeless, this means that his work requires constant monitoring and intervention from the management. Accordingly, the leader loses the most valuable thing - his own time - to explain the obvious facts.
The main task in sales is the ability to convince potential buyer purchase products or services. If the manager is not convincing, then this will immediately affect sales, and for the company this will mean losses. After all, the lack of results is a lost profit.
Sales is a psychologically uncomfortable situation for most people, so resistance to stress for a sales manager is certainly important. Now the competition is especially high, the consumer has the right to choose from a large number of offers, and, accordingly, the chances that they will purchase the products of this particular company are not so great. Of course, monopolists have a completely different attitude to sales, since their products are unique on the market, and they simply have no reason to be nervous. Stress is a constant companion of a sales manager, because force majeure circumstances may occur at different stages: the customer may change his mind, the market situation may change. All this jeopardizes the fulfillment of certain plans that a person faces, and this, in turn, is the strongest stress factor. If a person is unstable to stress, then the employer has a risk that the sales specialist will not work in a particular position for a long time. In addition, stress must somehow be thrown out, and this can lead to conflict situations with colleagues, management or, in the worst case, with the client.
The ability to sell is, first of all, the ability to understand your buyer, to create his trust. This skill can be acquired if the sales manager has a good understanding of the specifics of the business of the buyer of a particular product (this is especially important for corporate sales). The trust of the buyer to the seller arises precisely on the basis of an understanding of common goals. To do this, the manager needs to be able to receive information, process it and build communication with the client. Orientation to the buyer is also an important competence, since this is the ability to love the client directly. Only in this case, the sales manager can build a successful and long-term relationship with the client. The buyer will return to the seller who takes into account his needs, and such a seller can count on repeat sales.
Knowledge:“Education doesn't matter. Knowledge of the industry, product, psychology, office org. technology, etc.
Personality: Type also does not play a serious role, I know both choleric people and complete phlegmatic people who successfully work in this area. The main thing is experience and professional skills. Of course, extroverts are much more common among sales managers than introverts.
Motivation: A sales manager is a work, first of all, for the result. The classic motivation is % of sales. Representatives of this profession will not work for a fixed salary.
Table: Sales manager competencies
| Competence | Main manifestations in action | Possible questions |
|---|---|---|
| Initiative Actions aimed at achieving a result; action to achieve a result higher than required; proactivity |
Responds quickly Takes independent action Does more than it takes |
Give an example of a time when you did more than what was expected of you in your current work V _____________ What steps have you taken to improve your work or develop your skills? Give an example of this What is your main achievement in __________? What have you done to achieve this? |
| Selling ability / Persuasiveness Using appropriate interpersonal interaction styles and communication tools to ensure that a product, service or idea is accepted by the interlocutor or client |
Asks questions and paraphrases Acts in accordance with its strategy Reaches mutual understanding Demonstrates ability Seeks commitment |
What is one of best ideas that you submitted but couldn't sell to a manager/supervisor/group leader/colleague/client? What did you use in this process? What was not successful? Give an example of a time when you reached an agreement with a client that significantly increased the use of your product or service. What have you done? At what level in the client organization is your audience typically located? How often do you sell to this level? What is the highest level of the hierarchy that you have managed to sell anything to? tell me |
| stress tolerance Maintaining a steady level of performance under pressure or opposition (eg, deadline pressure or ambiguity); managing stress in a manner that is acceptable to others and the organization |
Focused Maintains a relationship Manages stress effectively |
Have you ever encountered an ethical or value conflict in your work? Give an example of when this happened to you. How did you react? Have you ever worked at work with high level obscurity, ambiguity? Give an example. How did you behave? We all have days when we feel overworked. Give an example of a time when you were overwhelmed at work. How did you react? |
| Communications Ability to provide and receive job-related information |
Expresses itself clearly and precisely Can absorb new information without difficulty Listens carefully to all information given in the conversation Informs the right people, uses the right communication channels (email, phone, letter, personal conversation) Writes clearly about complex subjects |
Tell me about a time you needed to soak a large number of new information. How was it for you? What helped you in this situation? Do you like to listen? Tell me, when was the last time these skills helped you? Do you enjoy sharing information? Tell me about a time when the information you shared was helpful to complete a task or project. How do you determine which communication channel to use? What do you prefer? How do you rate your writing skills? Can you now write a message about your last vacation so we can look at your writing skills |
| Customer orientation Helping others achieve their goals |
Communicates well with clients Handles difficult client situations well Constantly strives to satisfy customers Searching and tracking feedback from clients |
What is a difficult client for you? Have you ever faced a client who was more difficult than others? Please tell us how you communicated with him / her? Tell me about a time when you faced a difficult client situation. What have you done? Is it important to you to meet all the needs of your customers? Tell me about a time when it wasn't easy. What have you done? What did you get? |
Inna Sumatokhina, Managing Partner at MarksMan recruiting company
The experience of MarksMan shows that a specialist with just such a set of competencies most effectively performs work related to sales. A sales manager is a person who needs to make decisions independently, act quickly and adequately respond to the situation.
A person cannot have more than five distinct competencies, the rest, if present, are expressed to a lesser extent. When we interview a candidate, we focus on the three or four most important competencies for a particular position. The set of competencies depends on the specific position, on which company a person works and what products he offers.
Sales are “fast” and multi-stage, but in any case, the person who initiates and leads the sale is responsible for the result. Therefore, such competencies as initiative, the ability to make independent decisions, are one of the most important for effective work in this area. If the sales manager is initiativeless, this means that his work requires constant monitoring and intervention from the management. Accordingly, the leader loses the most valuable thing - his own time - to explain the obvious facts.
The main task in sales is the ability to convince a potential buyer to purchase products or services. If the manager is not convincing, then this will immediately affect sales, and for the company this will mean losses. After all, the lack of results is a lost profit.
Sales is a psychologically uncomfortable situation for a person, so resistance to stress for a sales manager is certainly important. Now the competition is especially high, the consumer has the right to choose from a large number of offers, and, accordingly, the chances that they will purchase the products of this particular company are not so great. Of course, monopolists have a completely different attitude to sales, since their products are unique on the market, and they simply have no reason to be nervous. Stress is a constant companion of a sales manager, because force majeure circumstances may occur at different stages: the customer may change his mind, the market situation may change. All this jeopardizes the fulfillment of certain plans that a person faces, and this, in turn, is the strongest stress factor. If a person is unstable to stress, then the employer has a certain risk that the sales specialist will not work in a particular position for a long time. In addition, stress must somehow be thrown out, and this can lead to conflict situations with colleagues, management, or, in the worst case, with a client.
The ability to sell is, first of all, the ability to understand your customer, to win his trust. This skill can be acquired if the sales manager has a good understanding of the specifics of the business of the buyer of a particular product (this is especially important for corporate business). The trust of the buyer to the seller arises precisely on the basis of an understanding of common goals. To do this, the manager needs to be able to receive information, process it and build communication with the client. Orientation to the buyer is also an important competence, since this is the ability to love the client directly. Only in this case, the sales manager can build a successful and long-term relationship with the client. The buyer will return to the seller who takes into account his needs, and such a seller can count on repeat sales.
Table. Sales manager competencies
| Competence | Main manifestations in action | Possible questions |
|
Takes independent action Does more than it takes |
What steps have you taken to improve your work or develop your skills? Give an example of this What is your main achievement in __________? What have you done to achieve this? |
|
Acts in accordance with its strategy Reaches mutual understanding Demonstrates ability Seeks commitment |
Give an example of a time when you reached an agreement with a client that significantly increased the use of your product or service. What have you done? At what level in the client organization is your audience typically located? How often do you sell to this level? What is the highest level of the hierarchy that you have managed to sell anything to? tell me |
|
Maintains a relationship Manages stress effectively |
Have you ever worked at a job with a high level of ambiguity? Give an example. How did you behave? We all have days when we feel overworked. Give an example of a time when you were overwhelmed at work. How did you react? |
|
Can absorb new information without difficulty Listens carefully to all information given in the conversation Informs the right people, uses the right communication channels (email, phone, letter, personal conversation) Writes clearly about complex subjects |
Do you like to listen? Tell me, when was the last time these skills helped you? Do you enjoy sharing information? Tell me about a time when the information you shared was helpful to complete a task or project. How do you determine which communication channel to use? What do you prefer? How do you rate your writing skills? Can you now write a message about your last vacation so we can look at your writing skills |
|
Handles difficult client situations well Constantly strives to satisfy customers Seeking and tracking customer feedback |
Tell me about a time when you faced a difficult client situation. What have you done? Is it important to you to meet all the needs of your customers? Tell me about a time when it wasn't easy. What have you done? What did you get? |
Knowledge:- Education doesn't matter. Knowledge of the industry, product, psychology, office org. technology, etc.
Personality:Type also does not play a serious role, I know both choleric people and complete phlegmatic people who successfully work in this area. The main thing is experience and professional skills. Of course, extroverts are much more common among sales managers than introverts.
Motivation:A sales manager is a job, first of all, for the result. Classic motivation -% of sales. Representatives of this profession will not work for a fixed salary.
There are several ways to understand how good a sales manager is. One of them is to determine whether the competencies that are important for a sales manager are in his working arsenal.
This can be helped by special questions or cases aimed at identifying the strengths and weaknesses of a specialist. They can be applied both at the stage of recruiting employees to the sales department, and to already working specialists in order to assess the level of professionally significant competencies of a manager.
So, let's get acquainted with the list of core competencies:
1. Expansion client base
Naturally, any company pursues the goal of attracting new customers. If the manager classifies himself as an active seller, it will be important to find out the following: How does he expand his client base? Where is he looking for new clients, what are his methods of working with information? How will he identify the decision maker and how will he interact with him?
A good salesperson will provide you with a plan of action to attract a new client to the company. Ideally, he will identify a potential customer base based on the specifics of the company, its product or services; show where he is looking for clients; how it works with the received information; How does he contact the decision maker?
2. Ability to sell by technology
Every person has the ability to do something or another. It is possible that your candidate is a born salesman and will be able to sell snow to an Eskimo or an umbrella fish, but even so, it is important to find out at what level he knows the sales technology. In other words, how exactly does he sell the product: intuitively or according to a certain system?
Ask the candidate about the stages of the sale. If he speaks confidently, step by step, with his examples based on personal experience in the field of sales, we can safely say: a person has the necessary skills, a certain set of managerial competencies. Accordingly, owns and sales technology.
You can also ask the candidate to evaluate their knowledge, for example, on a scale from 1 to 5.
3. The degree of effectiveness of the manager
You can figure out how useful a particular sales manager will be in your company based on his previous work experience. Ask the candidate the following questions:
- How often were sales plans fulfilled under your leadership? How often was the plan exceeded?
- How was your performance compared to other salespeople in the department?
- Which clients come to the company is your merit?
- What is your most big deal? Can you describe the transaction process in detail?
- What difficulties did you have to experience and overcome when making deals?
Such questions are aimed at finding out the real degree of effectiveness of the manager. If he answers questions clearly and in detail, most likely, the performance of the employee at the previous job was really high.
4. Desire to grow and develop in sales
Also good manager usually gives out Therefore, you need to find out if your candidate wants to continue his career, conquering new heights in sales. The following questions will help you with this:
- What attracts you the most about your profession and why?
- What difficulties do you experience in your position? How do you deal with them?
- What is the most difficult part of your job for you?
- What salary would you like to receive in a year?
- Who, where and how do you see yourself in three years? In five years?
- Explain what it means to you to be successful manager by sales". Are you such an expert? If not, what competencies of a manager do you still lack?
5. Working with clients
Give the candidate brief description product or service of your company and an approximate image of the client (needs, income level, status, etc.) with which the specialist will work in the future. After that, ask the manager, the manifestation of which personal qualities, in his opinion, will the client expect from the seller?
There can be two scenarios for the development of events. In the first case, the applicant will name the characteristics corresponding to the company - reliability, availability, acceptable price product, etc. Thus, he will focus on the external qualities of the company, without affecting the manager's competencies, which may be inherent in him as a seller. Well, such a candidate still has a lot to learn ☺
In the second case, the candidate will list competence, diligence, accuracy, speed of response to an appeal and other characteristics inherent in the seller. If you heard such an answer, we can congratulate you - the candidate is really experienced in sales.
Ask which of these qualities he possesses. Ask him to list his strengths and weak sides as a seller. What can attract a client in it? These questions will help to understand the level of competence of his work with clients.
6. Work with discounts
Ask the manager to solve the following problem: the client requires a discount that the company cannot provide. Ask for multiple solutions.
A manager who owns this competency will offer from 3 to 5 options approximately as follows:
- What can we offer you in exchange for a discount?
- Such a discount will be possible for you when purchasing the XXX quantity of goods;
- We can provide you with an additional service;
- We offer you a slightly smaller discount, but in the most convenient option for you;
- I would love to give you such a discount, but, unfortunately, in our company there are certain rules and I must follow them.
- I'm afraid it won't be fair to our other customers. We all work according to a certain scheme. I think you would not want us to spoil our reputation in the market.
This case allows you to identify the variability and flexibility of the seller's thinking, knowledge of the specifics of the sales sector, the manager's ability to make contact and search for non-trivial solutions.
7. Conflict resolution
Offer the manager to solve the problem: the delivery time of the goods was violated, but it did not depend specifically on the sales manager. However, the claim was submitted to him. With the help of this case, one can assess the skills of a manager as a negotiator, his ability to work with claims and resolve conflicts in general.
A good seller will provide a similar scheme of actions:
- Expresses regret about what happened, takes control of the situation. Understands it, stipulates possible options problem solving.
- Finds out the maximum amount of information from the employee who is responsible for the supply. He tries to resolve the conflict, based on the needs of the client and the interests of the company.
- Contacts the client, reports what has already been done to solve the problem.
- Discusses with the client what the company can do to avoid a repeat of the situation in the future.
- Discusses with colleagues how to avoid such problems in the future.
8. Dealing with doubtful clients
Ask your manager to resolve the following situation. The client, looking at the prices, doubts, saying “I don’t know, your prices are too expensive.” How will the candidate convince him to make a purchase?
The manager must listen to the objections of the buyer, take them into account, ask clarifying questions. Only after that the manager should give arguments in favor of the company's product. He can say: “You are right, the question of price is really very important both for you and for our company. May I clarify? Are you comparing with something else or are there other reasons? Depending on the answer, the manager will give 2-3 arguments in favor of your company's product.
9. Working with demanding clients
To find out if the candidate has this competency, ask the manager to recall a situation when his client wanted too much. Which side did the candidate take in this situation? How did you resolve the issue? Do his methods fit into the framework corporate ethics your company.
10. Client potential analysis
How does your candidate analyze the client's prospects?
A good sales manager will answer that it is impossible to tell about the potential of the client right away - one can only guess, because there can be a great variety of situations. And you can assume, based on the buyer's answers to the manager's questions, the buyer's reactions, remarks, appearance etc.
To develop and work out the entire set of managerial competencies, we have an excellent tool - a speech simulator for sales managers.
If you would like to receive a detailed sales manager competency model, please fill out the feedback form. And we will send it to you by the specified e-mail within 1 - 2 business days.
By clicking the "Submit" button, you consent to the processing of personal data.
The purpose of this review is to describe the profile of a sales manager by answering all key questions. Successful work sales manager, like no other depends on his personal and professional competencies. More precisely, from their presence or absence. Therefore, at the stage of selecting sellers, it is very important to analyze in as much detail as possible what competencies are an indicator of their success, what is critical and what is secondary. It is for the successful implementation of this goal that there is a position profile, in this case the seller.
1. Position. The title of this position may sound different. Options could be Manager/Sales Specialist with the prefix Lead or Junior. The main thing is that the title should be short and clear.
2. Division. At this point, it should be noted where exactly the employee will be included.
3. Mission of the company. Based on the mission of the company, a competency model is developed for the corporate culture and for the ideal candidate. Sometimes the process is reversed corporate culture formed spontaneously. The mission of the company will never be able to take root without the reformation and correction of the corporate culture.
4. Direct supervisor. It is necessary to indicate the position of the person to whom the sales manager will report directly. You can also specify to whom he will report for the period of absence of the immediate supervisor.
5. With whom he interacts. This lists all departments that the salesperson will come into contact with during the workflow. It can be both accounting departments and logistics departments or a warehouse. If this item is clearly spelled out, it will be extremely clear at what stages before and after the completion of the transaction he should control the process and who to contact in case of various questions.
6. Responsibilities. All responsibilities should be listed in order of importance.
- Acquisition of new customers through cold calling and customer meetings
- Expansion of the existing client base
- Preparation commercial offers according to customer needs
- Active sale of all company services by phone and in person
- Negotiating to close the deal and close the sale
- Keeping the existing customer base up to date by informing customers about the company's new services
- Responding to incoming customer inquiries
- Reporting and document management, timely execution of commercial offers and contracts, invoices, acts of work performed, control of the availability of acts of work performed
You can continue this list functional duties, which is performed by the work manager in your company.
7. Professional knowledge/skills. This paragraph describes the requirements for the knowledge and skills of the seller. For example, a sales manager should know
- Cold calling technology
- Active sales techniques
- Negotiation techniques
Be able to:
- deal with failures
- use the client's refusal to identify his need
- identify customer needs and satisfy them with the help of the company's product
- bring the deal to completion
- maintain positive relationships with the company's clients
- use knowledge and experience gained in other areas for sales
- prepare a commercial offer for a specific client
- draw up an act of work performed.
8. Evaluation criteria. In this paragraph, you need to indicate by what parameters the performance of the sales manager will be evaluated, including during the probationary period. They may be as follows
- Number of new clients
- Turnover on transactions for the period
- Customer satisfaction (presence/lack of gratitude, complaints)
- Availability and number of repeat sales
- Speed of response to incoming applications and other tasks.
9. Personal competencies (portrait of the ideal candidate).
Based on the work tasks, it is necessary to identify personal competencies that allow and help to perform these tasks. Check yourself - whether the work is related to finding customers or not, with their retention and repeat orders, who is your client and what strategies to work with him are best used, whether you have a long deal or short iterations, the amount of the check and the level of the client, the breadth of the assortment - everything this will help you carefully select the required key personal competencies. The ideal way to construct this block is to arrange competencies in the table horizontally, and work tasks and nuances of work vertically. At the intersection of tasks and competencies, it will be easier for you to decide.
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Communications (flexibility, pressure, etc.) |
Relationship building |
Initiative |
Customer orientation |
stress tolerance |
Learnability |
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Active search for clients / clients come by themselves |
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Average check of the transaction and the level of customers |
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Long/Short Selling |
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Assortment width |
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The requirements of the product itself for speech and appearance |
- Sociability. The ability to find contact with strangers, highly developed active listening skills, the ability to correctly understand and identify the needs of the interlocutor, the ability to conduct a dialogue in the right direction, the ability to speak to an audience, correct literate speech, the ability to simply talk about complex things. Good diction. Ability to express ideas clearly and structured both orally and in writing. Ability to quickly capture and use information received in a conversation. The ability to provide information by choosing the most appropriate communication channel for this. The ability to win over the interlocutor, regardless of the chosen channel of communication.
- Initiative. The ability to plan their activities to achieve results, the desire to constantly increase their results, active life position desire and ability to influence environment and people. The ability to remain active at all stages of activity to achieve results. Ability to respond quickly to questions and act independently in the prevailing conditions. Having a desire to do more than is required.
- Ability to negotiate. Ability to dialogue business environment to build communication with business partners in such a way as to achieve results, the ability to reach mutual understanding and build trusting long-term relationships with clients. The ability to give appropriate arguments to demonstrate the benefits of the product. The ability to build cause-and-effect relationships to show how a product can satisfy a customer's needs. Ability to achieve customer loyalty to the company and product.
- Flexibility. Ability to choose appropriate communication methods to achieve results in different situations. Ability to respond to changing situations external environment and choose an effective and adequate course of action for the prevailing conditions. Ability to change modes of activity and communication depending on the circumstances. The ability to accept criticism and feedback and adjust their actions in relation to the information received. Ability to quickly and correctly find a way out of the current situation. Ability to demonstrate benevolent behavior under any prevailing circumstances.
- Customer orientation. The ability to help others to achieve their goals. Ability to build positive and long-term relationships with clients and keep them up to date. Ability to find a way out of difficult situations with minimal losses. Ability to build communication with the client, based on his interests. Desire to meet customer needs. The desire to receive feedback from customers and use it to improve their work. The ability to understand the business of clients from the inside in order to better clarify the needs.
- Stress tolerance. Ability to work in conditions of emotional stress, time pressure, pressure and opposition. The ability to quickly restore emotional balance after stressful situations. The ability to control one's behavior regardless of the prevailing circumstances and conditions. Ability to anticipate potential problems and overcome them. The ability to overcome difficulties with minimal emotional costs. The presence of positive attitudes and the ability to use them to overcome stress.
- discipline, responsibility. The ability to subordinate their actions to the developed strategy. Ability to act in accordance with the developed rules. The ability to act without going beyond the granted competence and authority. Ability to meet given conditions and requirements.
- Learnability. The ability to quickly assimilate new information, analyze and synthesize it, highlight the main key points. The ability to exclude stereotypes from behavior if they do not bring results. The ability to effectively use, transfer and combine the information received in different areas. Ability to transfer new knowledge and skills to other areas of activity. The desire to constantly develop, receive new information to achieve the desired result.
10. Requirements for education. The desired education or its options are indicated.
11. Requirements for experience. Here it is necessary to list the requirements that apply to employees holding this position. It should be indicated which of them are mandatory and which are desired.
- Experience in sales of services in the B2B sector
- Cold calling experience
- Negotiation experience
- Experience in telephone sales
- Experience in preparing commercial proposals, contracts, acts of work performed (desirable).
12. PC skills. Depending on the conditions of the working environment, it is necessary to list those programs, the knowledge of which is necessary for work in this position.
The Sales Job Profile described above contains complete list all requirements for a sales manager. Of course, to work in each individual company, you need to choose only those that will be in demand in it. Since there are a lot of varieties of sales managers, the gradation of competencies should be different. So, the manager of telephone sales, in the first place, will definitely have the ability to actively listen to the interlocutor and work correctly with objections, while using flexibility and the ability to achieve the goal. The salesperson job profile may also include short description working conditions, such as schedule, the size of the fixed and bonus components wages system of rewards and penalties.
Do you have a complex seller profile, need help with development or selection?
This summer, organized by Quorum. Working cases were presented, aimed at real results, which are easily applied in practice. The subject of assessment at the entrance is one of the most popular and in demand for HR professionals.
We would like to present one of the best reports in the form of a summer performance.
Anna SIKOEV.
Head of department corporate values– HR Director
SOVCOMBANK
The success of a company is external integration divided by internal disintegration. (I. Adisis).
As they say, if the mess in the company is the reason for poor customer service .
A few years ago, Sovcombank was a fairly ordinary bank, but everything has changed.
The bank became larger, we began to work with business and mortgages. We were faced with the fact that we needed to change customer service, as we grew up and needed more competent and customer-oriented employees.
We have developed a new management cycle for bank sales executives, which starts with recruitment and moves around.
We teach this cycle to all managers. main part- this is a selection and at this level a mistake will destroy the whole cycle.
We researched and evaluated all of our employees and identified a portrait of our most successful employee. We reasoned as follows: motivation is a way of relating to work and identified 5 types.
- The first type is sabotage. There are always employees
- The second is imitation. With this it is clear, IBD syndrome
- The third is performance. Good employee.
- The fourth is a worker with a soul. Most Desirable Type of Employee
- Fifth - addictive. It seems that there is work - there is no result
How to understand who to choose?
If the efforts of an employee are greater than the return of the company, such strange types of attitudes towards work arise.
What to do to make the candidate have a desire to enjoy the job?
- We have removed the salary cap for salespeople
- Learned to determine the true type of candidate motivation
- Learned to determine the range of demotivation
It is important to take the right people. And if you have a girl in diamonds and a coat as a candidate, you need to understand what is her motivation? The group norm should be.
The most important thing is that you need to hire people for whom this work- no effort
At the entrance, we began to check the types of people according to Myers-Briggs - for whom such work would not be an effort.
We emphasized that we need extroverts and people of order (Introverts do well with us, but they leave. Chaos people do the same). For testing, there are pictures and tests, an interview.
It is also important to understand who the candidate is - a process worker or an achiever. On the position of sellers, you need to take only achievers. The achiever should already have a history of victories: work, sports, etc.
These are the two things we look at at the entrance.
How to understand that we choose the best candidate?
The basic competencies of the seller: responsibility, honesty, loyalty to the company.
But there are competencies inherent in the best sellers: achievement orientation and influence (important for communicating with customers). Ask the candidate to talk about their favorite book. If after that you want to buy it, you have an influential candidate in front of you.
But look at competence—interpersonal understanding. If the candidate was carried away by the story and did not notice the lack of interest, there is something to work on.
Well, the fourth competence is self-control, the ability to pull yourself out of difficult psychological situations. Business is business.
To do this, we have implemented a rating system. Every half year we look at the results of each employee. We take sales figures and the level of professional certification (we look at testing and a call to an employee in order to assess product knowledge by at least 85%)
With each new promotion, we give a new salary, the opportunity to become a mentor, and this is well paid.
