5 Ways to Curb Analysis Paralysis When Hiring Sales Talent

A version of this article was previously published on Sales Hacker.

Like most things in life, hiring sales talent is a matter of timing. A strong sales skill set is invaluable, and the most eligible candidates are usually snatched up within 10 days.

Unfortunately, you generally need strong talent more than they need you. And with the dramatic pace of business, it’s even more difficult to put the right people in place.

That’s why it’s so critical to overcome hiring paralysis and move quickly when recruiting sales talent.

Business Moves at the Speed of Light

Thanks to the evolution of technology, the business landscape is going through an amazing transition. According to McKinsey & Company, it’s possible to automate about half of all current work activities — and six out of 10 existing occupations involve about 30% of automatable activities.

The breakneck pace of automation offers an opportunity to dedicate human resources to higher-value tasks, especially in the sales world. Rather than comb through leads on a computer, a salesperson can focus on building more personal relationships with those leads.

This shift means sales managers must sort through a whole new set of skills when making hires, which can lead to paralysis. Instead of stepping out of their comfort zones and working to evolve sales roles, these managers stick with what they know.

Read the blog: Secrects of a Successful Sales Manager

Hitting sales numbers each quarter takes priority for most executives, which means they’re less focused on hiring for the skills needed for the future of the sales world. The pace of business will only continue to increase, so open roles must be filled as quickly as possible with the right people.

Every Moment Counts

If you’re in a position to fill a sales role, you likely already feel pressure because your revenue targets are built on the assumption that your team is fully staffed. Your goals assume your territories have a full roster of sales reps ramped to full productivity, and any empty seat erodes your ability to hit those targets.

So how exactly are you supposed to juggle filling a role quickly, hiring for the right talent, and completing your day-to-day tasks? The first step is to examine what factors are causing open territories in the first place. Is it unrealistic sales quotas? Is the territory just not capable of achieving that quota? Is compensation too low? Is it a lack of leadership? These factors can quickly derail a sales team, and good talent will be less likely to join an organization that isn’t set up for success.

Then, make sure high standards and analysis paralysis aren’t getting in the way of your hiring process. If you’re delayed in making a decision, start by asking yourself why you’re having trouble finding talent. Are you recruiting in the wrong places? Is there a problem with the initial vetting process? Have you properly leveraged employee networks and referrals?

The main thing is to put a plan in place to overcome your decision paralysis while placing the right people in the right roles.

Reframing the Hiring Process

By putting yourself in the right headspace, you can move more quickly and make better decisions when hiring sales talent. Here are a few important do’s and don’ts to consider:

Do:

• Move quickly to hire sales talent — empty seats mean lost revenue.
• Establish a new definition of success that incorporates both short- and long-term viewpoints.
• Look at experiences, how candidates align to the marketplace of buyers, and how they can evolve with where the marketplace is headed.

Don’t:

• Let overly high standards get in the way.
• Aspire to hire only top performers.
• Waste money on ineffective and unspecialized sales training.
• Compensate all sales positions in the same way.

Get the whitepaper: 9 Most Common Sales Hiring Mistakes

To overcome decision paralysis in hiring sales candidates, you have to be comfortable making good decisions faster. Create a set strategy to form a high-caliber sales team, and the process will become less overwhelming. Here are five steps to get you started:

1. Look at candidates’ past experiences and abilities to evolve.

The buyer landscape changes quickly, so it’s important to hire people who have proven track records of adaptability. That’s something that can’t be taught but is critical for success in a sales role. If someone seems like a good culture fit, possesses the ability to evolve, and has a strong background, don’t be afraid to move forward.

If the role requires a unique combination of talent, however, it’s OK to take your time. Some roles don’t work if you have a bad hire; prioritize those positions to ensure they don’t go unfilled. It’s useful to leverage the networks of current employees for these types of hires, so make sure you have an excellent referral incentive program in place.

Get the infographic: Top Trends in Sales Talent Development

2. Implement career development and specialized training.

Sales managers often think they should only hire top producers for sales roles, but these sales savants only account for one out of every 15 qualified applicants. Don’t be discouraged — there’s plenty of great, uncultivated talent out there. They likely come at a lower price and are eager to learn, and they might not have enough industry exposure.

Give some recent graduates with great personalities a chance. It’s relatively easy to offer specialized training during the onboarding process as well as regular career development opportunities. That way, these promising hires can learn the sales skills necessary to become valuable assets to your team.

3. Play to your team’s strengths.

You can avoid this problematic hiring position altogether by keeping your top salespeople in the roles in which they thrive. Too often, leaders think it’s a good idea to reassign top salespeople to be account managers. That’s like telling an award-winning hunter that he should tend to a cornfield for the rest of his life.

Top salespeople aren’t likely to repeat their successes in other roles because they have such a unique skill set. Keep your savants where they are most effective. The common recommendation is to keep the top 20% of performers for each role in place.

Get the research report: The Hidden Risks of Reassigning Sales Talent

4. Cultivate ‘latent savantism.’

Chances are, you have salespeople on your team that you’re not properly using. With a little extra encouragement and training, they might become just the top producers you need. As a result, you won’t necessarily have to endure tough hiring decisions.

Start by segmenting your training according to specific roles and specialties. Instead of providing standard training on how to use personal stories to create emotional connections, for example, you could offer specialized education on recognizing and responding to specific accents and cultural backgrounds.

5. Rework your compensation structure.

All sales positions are not created equal — nor should they be compensated the same way. The traditional “hunter” model involves a fixed base rate, a commission based on actual sales, and a bonus based on exceeding quotas. To keep a hunter from sacrificing long-term relationships for short-term gains, you should compensate based on the initial deal and the ongoing health of the relationship.

To keep farmers from becoming hunters, compensate your farmers based on customer satisfaction as well as sales. If you want top talent to join your team — and stick around — your compensation plan should be as adaptable as the people you’re hiring.

Top-performing salespeople have choices, plain and simple. They don’t always need you as much as you need them. And with the speed of the modern sales industry, it’s increasingly difficult to recruit the right talent. By having a set strategy for hiring sales talent, you’ll be empowered to move faster and overcome your hiring paralysis.

Read the blog "Four Essential Steps to Hiring Top Sales Talent" to learn more, and let me know your tips for overcoming analysis paralysis below!