The McHenry Group is curious…
Are you satisfied with the quality and performance of your sales organization?
If the answer is anything less than “absolutely thrilled”, please spend a moment considering the following questions about core competencies, hidden hiring costs, and the risk involved when your sales force is “out-of-synch” with senior management!
Analyzing Core Competencies
- Have you analyzed the common traits, skills, and successful experiences of your past 3 – 5 very successful and most productive MVP hires? Have you done the same with the last 3 – 5 disastrous hires?
- What are the specific common traits, skills, and experiences of your top performers?
- Have common interview screening questions been developed and used by internal/external recruiters to provide your hiring managers with quality, on-the-mark MVP candidates that appear to possess these common traits, skills, and past experiences?
- Do all of your hiring managers have and use a common set of questions to verify the traits, skills, and past experiences based on verifiable accomplishments?
- Is the initial sourcing and on-going qualifying candidates being compared to this specific profile? Is it possible to do this wit multiple, contingent recruiters being used by different managers in different locations?
- Do all your hiring managers rigorously qualify candidates against this profile?
- If common hiring profiles and processes are not in place, might this explain the sales productivity variances between regions and with in regions?
Organizational Risk Assessment
- Does your sales force understand your corporate strategic story?
- Does you sales force consistently uncover the strategic issues and strategies of your clients?
- Do they successfully and consistently convey your company’s strategic vision and business solutions for your clients/prospects business needs?
- Do you feel you know your sales organization’s perceptions on:
- The marketable and competitive nature of your products, services?
- Your clients’ and prospects’ true perception of your organization and products versus the competition?
- The composite attitudes about management?
- If you lost a superstar MVP sales rep, what would be the economic impact from lost revenue opportunity?
- What would be the competitive impact of an open territory that perennially was a significant revenue producer, much less, the emotional/morale impact to the rest of your sales organization?