The Wrong Sales People Are Hired 77% Of The Time

You know that bad sales hires are expensive. In this economy with more talent on the market, avoiding bad hires is even more critical than ever. You may be surprised to learn how expensive bad hires can be. It’s not just that you sunk salary into a salesperson who has failed to produce business. You've got recruitment costs, lost productivity, potentially lost business and more. Before you invest tens of thousands of dollars or more, you need a framework for hiring that redues your potential risk.

The True Cost of A Bad Sales Hire Is Unbelievable

Do the math and you'll see it adds up

It's expensive. Let's look at the math. According to some estimates, a bad sales hire costs between 50-75% of their annual salary. So someone making $50k annually costs between $25-$35k to replace. This takes into account salary, benefits, hiring costs, training costs, and a guess at productivity. But if your average salesperson closes $500k in revenue and you've got someone closing $200k. You are losing $300K in opportunity. Oh - and the customer you didn't land in year one, means lost revenue in years 2, 3 and beyond.

4 Steps to Quickly Bulletproof Your Sales Hiring Strategy

Learn the framework for hiring salespeople who succeed

What if you could predictably identify new hires who excel and consistently outperform your goals? What if a simple framework could reduce your risk and expense of hiring a poor fit or non-performer ever again? Well, now you can. The four-step H.I.R.E. framework has been used by the fastest-growing companies in the world to increase speed-to-hire, speed-to-ramp, and long-term profitability of your sales hires.

You'll learn how to:

Our guarantee is that

  • Identify your ideal hiring profile for each role

  • Find pools of talent beyond the typical posting sites, and recruitment sources

  • Conduct phone screens with secret "tells & design different interview models which uncover true skills and attitudes for any sales role

  • Save 30% more time in the hiring process

  • Design fair and accurate scoring rubrics to eliminate bias and unclear "gut" calls on hires - which don't pan out

  • Evaluate all of the candidate data points against your prescribed criteria to determine a confidence score for hiring

  • BONUS: How to use roll the framework out across the team and use performance feedback to create continuous improvement.

Course curriculum

  • 01

    Intro

    • What is CLU?

    • Bloom's Taxonomy and Learning Design

    • Assets: What, Why, How to Use?

    • Ignite, Frameworks/Acronyms, Application, Repetition, Reinforcement, You

    • Other Resources: Books, MasterMind Group, Office Hours

    • EXAMPLE: Define a company's hiring goals

    • Your Turn: What are your hiring goals & what do they impact?

  • 02

    The H.I.R.E. Framework

    • Why do sales hiring programs fail?

    • FRAMEWORK: H.I.R.E.

    • EXAMPLE: Using H.I.R.E. to recruit an account executive

  • 03

    Hunt

    • Recruiting channels

    • Developing a target profile

    • EXAMPLE: Define a user's target profile

    • Your Turn: Develop the target profile for your role

    • Developing a competency model

    • EXAMPLE: Define a role's competency model

    • Your Turn: Develop the competency model for your role

    • Defining experience requirements

    • EXAMPLE: Define a role's experience requirements

    • Your Turn: Develop the experience requirements for your role

    • Your Turn: Develop the experience requirements for your role

    • Discover candidates by Connecting the D.O.T.S.

    • FRAMEWORK: D.O.T.S.

    • EXAMPLE: Define the D.O.T.S. for a role

    • Your Turn: Define the D.O.T.S. for your role

    • Your Turn: Practice

    • Talent Quadrants

    • FRAMEWORK: H.E.L.P. Prospective Candidates

    • EXAMPLE: Social media posts to attract candidates

    • Your Turn: Develop H.E.L.P. messaging for prospective candidates

  • 04

    Interview

    • Why structured interviews work

    • Interviewer roles

    • EXAMPLE: Assigning interviewer roles

    • Your Turn: Assign your interviewers and their roles

    • Interviewer Blocking

    • The Phone Screen

    • EXAMPLE: The 20-Minute Phone Screen

    • Your Turn: Build Out Your 20-Minute Phone Screen

    • The Chronological Interview

    • EXAMPLE: The Chronological Interview

    • Your Turn: Build Out Your Chronological Interview

    • The Experiential Interview

    • EXAMPLE: The Experiential Interview

    • Your Turn: Build Out Your Experiential Interview

  • 05

    Rubric

    • Why use rubrics?

    • EXAMPLE: An interview rubric

    • Your Turn: Build a rubric for your interview

    • Leveraging Assessments in the Hiring Process

    • EXAMPLE: A pre-hire assessment

  • 06

    Evaluate

    • Collect Interview Data

    • EXAMPLE: Collecting interview data

    • Reference checks

    • EXAMPLE: Conducting reference checks

    • Your Turn: Build out your reference check questions

  • 07

    Rolling Out H.I.R.E.

    • Completing your H.I.R.E. Playbook

    • Getting Everyone Onboard

    • Getting Everyone Onboard

    • Getting Everyone Onboard

    • Inspecting the Interview Process

    • Your Turn: Make H.I.R.E. Work within Your Organization

COMPLETE SATISFACTION GUARANTEE

We are in the business of helping you to reach your goals

If you finish a class and find that you are not completely satisfied with the value of the content you have paid for, send us a note describing why you are disappointed and we will cheerfully issue a full refund. That's how confident we are in this course.

Instructor(s)

Instructor Bio:

Hilmon’s 20-year track record of impressive revenue growth at companies ranging from startup to Fortune 500 has made him sought after by the fastest-growing companies in the world. He is recognized as a bestselling author and award-winning trainer. He thrives on growing individuals, teams and companies using scalable frameworks.

Hilmon Sorey

Managing Director

Instructor(s)

Instructor Bio:

Cory has built high-performing sales teams in industries that range from manufacturing to technology. He knows what works in practice, not just in theory. He’s a high-value advisor to multiple accelerators, bestselling author, and a dynamic keynote speaker who has spoken all over the world. He’s passionate about making sales accessible, actionable, and scalable.

Cory Bray

Managing Director

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