Sure you can train him… maybe. Some older candidates just can’t seem to get their mind around the complexities of some software programs beyond the painfully obvious one of managing emails. In fact, strangely enough, I’ve known some who have problems with that as well.

These are things you want to find out before you hire, not afterwards. So, if the use of computers is important to your company, make sure the candidate demonstrates his abilities. Don’t just take his word for it.

Showing trumps telling.

Depending upon the size of your company, you could have a number of people who might be suitable for sales but who simply never considered it. These are people who would never apply for a sales job. They would run in the opposite direction. However, given the opportunity to explore the possibility in a safe environment, they may well give it a shot.

One way to find out if you have any internal budding salespeople is to hold an in-house mini-job fair. You might combine it with a couple of other internal positions that also need filling.

I recognize that moving people internally doesn’t increase the head count and may cause holes in other departments but it does give your employees the opportunity for job growth from within rather than having to leave the company in order to advance.

The people you shuffle around internally are known quantities, and they know the company, so they are likely to stay longer.

The internal job fair –  a win-win for everyone.

I can almost hear the mental cash registers ringing in all those sales that will result from this new-found source of sales leads. Once the ringing dies down, the reality often sets in.

Reality #1 is that most customers’ allegiances are to the company, not the salesperson. Confident though the salesperson may be about his hold over his clients, the fact is that most people bought the company’s product or service, and not the salesperson. The salesperson was simply the medium through which the transaction occurred and, pleasant as the salesperson might be, he’s not the primary reason why the sale was made. The prospect needed or wanted what the salesperson was selling.

Reality #2 is that the ethics stink. The salesperson’s ethics that is. Even if the salesperson could bring all or most of his clients with him, how would you feel if he took all or most of your clients when he moved along at a later date?

Is that the kind of company you are? Is this the kind of salesperson you want representing you. Questionable ethics in such a visible area may be an indication of questionable ethics in other areas. Beware.

I’ve already mentioned the fact that job candidates, particularly sales candidates, have no problem presenting the picture you want to see. Having more than one interview and more than one interviewer can minimize this problem.

When using multiple interviewers, one person should ask the questions while the other person observes. After the interview, you can compare notes. Any areas that differ in impression should be re-explored during the next interview for consistency.

You want to get this person off the street and into your stable quickly. Most candidates have resumes floating around on several mediums and a good candidate will attract good companies.

Every day that goes by since that defining interview will find the candidate’s interest waning.  Interview him twice on the same day if that’s what it takes to make up your mind about a top-notch candidate.

If you don’t move quickly (you snooze), someone else might grab the candidate (you lose).

Look for people who have experience in sub-trades or allied fields as well. Technically astute people, or those with a high degree of technical curiosity, are often capable of quickly picking up and learning the ins and outs of a new field.

While they will take a bit more time to come up to speed, their natural enthusiasm for learning new things often translates into early sales successes. The right person can bring a different perspective to your business and may open doors that you may not have thought of.

The Sales Temperament Assessment (STA) is easy to complete. While it’s primarily used as a hiring tool, it’s also useful for evaluating current sales staff. By testing your performers, you can develop a profile for a successful salesperson in your business. And while potentially depressing, you may also find out what to watch for in under-performing salespeople.

In addition to helping you know what to look for during the hiring process, the STA can be used to maximize strengths and minimize weaknesses of your current staff.

Candidates, particularly good sales candidates, have the ability to adjust their demeanour to suit the situation just as they might during a sales call. A hiring interview is the ultimate sales call and the person doing the selling is the candidate.

Usually by the third or fourth interview, candidates get tired of holding up their façade and will let their guard down. This allows you to more readily see the real person.

I recommend holding the third interview in a social setting in order to help the candidate relax and show his true colors. This is why it’s important for you to be at all interviews so that you can assess any changes that may occur.

Every now and then, what you see is what you’ll get. And if you like what you see, hire it.

An email reference check is where you send the reference an email that contains the questions that you would normally ask during a telephone reference check.

There are a few problems asking reference-checking questions by email:

1. The person may not receive your request in the first place.
2. The person may be too busy to respond in a timely manner.
3. You lose the ability to read between the lines, listen to the tone of voice,  or ask appropriate follow-on questions.

You can minimize the first problem by requesting a ‘read receipt’ of your email.

I suggest using guilt to avoid the second problem. Ask the person to please not reply to the email if he doesn’t want to give the candidate a favourable recommendation.

Unless you become a mind reader, I can’t think of a way to avoid the third problem.

In closing, an email reference check is better than no reference check.

You can’t count on the candidate’s resume or thank you letter as being any indication of his writing skills. Someone else likely did it for him. Instead, give the candidate a simple scenario and ask him to draft up an email explaining it to the prospect.

I guarantee that, in most cases, you’ll be surprised by the resulting email.

Remember, the inability of your salesperson to communicate effectively in writing will be taken as a reflection of your company’s credibility.