Yoho: Hiring the Right Person and Avoiding the Wrong Ones

by WOHe

Enter with us into the real world of recruiting, hiring and training. Evaluate all of the issues that make this an important task: hiring the right person while avoiding the wrong one, then effectively indoctrinating the newly hired person into membership in the “team” all the while creating a positive environment and, hopefully, reducing turnover.

Now, review the 13 Immutable Laws of Hiring (right page), then consider these realities:

  • There will always be some turnover, yet excessive turnover is often a process of improper selection or improper management — and — the cost of excessive turnover is seldom — if ever — independently identified in your operating statement.
  • The manager or owner with mediocre hiring skills will often hire applicants with mediocre skills.  This is particularly the case when recruiting salespeople.
  • The quality of the environment in which people are placed will affect their optimism, frequently impairing their skill level.


We are frequently asked where do great salespeople come from

Are they born? Do they work for our competitors? Or what?

Hiring salespeople from your competitors is usually a mistake. They  frequently bring with them old methods, bad habits and may resist the transition  necessary to fit into your organization.

There are some unique, almost self-taught “lone rangers” who do it their way and succeed. However, most great salespeople are developed with the proper selection. They are hired because they represent the proper behavior to fit well in a sales role; then they are developed with thorough training in a sound sales methodology.

There are three things to look for when hiring a salesperson:

  • Can they do the job?
  • Will they do the job?
  • Do they fit your organization?

Despite the fact many owners of small businesses may already know this, many salespeople are hired by “instinct” or “gut-feelings” and that’s why there are so many “mis-hires” in selling. Hiring requires the same precision and planning as a sales presentation. We advise the use of a behavioral profile, which measures current behavior, behavior under stress, and behavior which is masked. Instruments such as these are inexpensive and easy to use, although many are not geared to aid in selection.

Properly used, they aid management in the  potential outcomes of recruiting, training and managing others:

  • To aid management in examining and defining the behavior of those who have the potential to succeed in the job role.
  • To aid management in determining those who may not have the skills or behavior to meet the requirements of the job.
  • To avoid later terminating that hiree who did not adjust to or fit the organization and operating model.
  • To aid management and those charged with the recruiting/interviewing process to avoid value judging, thus missing
    an applicant who has a strong potential to succeed.  

This format using these measuring devices are part of a recruiting, interviewing and hiring system, which has served large and small companies for years. A component of this system is the use of an instrument, which is electronically generated.

This behavioral profile takes about eight to 10 minutes to complete 

It evaluates the behavior you can expect from an applicant as well as their behavior under pressure and how they mask certain behaviors. In addition, it provides guidelines and communication methods, which enable the interviewer to better evaluate an applicant and suggestions on how to better manage those hired.

Here is an example of a graph/chart developed in eight to 10 minutes. The behavior style of the person taking it is explained as being an Influencer/Persuader to others by presentation skills, ability to develop rapport, showmanship, friendly manner and openness. Their goals are to shine, be recognized, enjoy independence, and being singled out as unique or special. Their emotions lead them to have a high degree of trust in others, strong faith in their own abilities and they seldom express cynicism, apathy or boredom.

And there are some cautions: They may overuse first person references such as “I,” “we,” “me” — they may oversell and overuse anecdotal material (war stories). However, proper training/managing can overcome these issues when you know they are present.

The Influencer (Persuader*) Graph

The graph implies ideal behavioral traits for the sales role. They work well at creating new business or reviving old business, usually ideal candidates for direct selling (short-cycle closing). The high (I) INFLUENCING pattern denotes a skill in the use of language and interactive skills with others.

Influencers (Persuaders*) are capable of developing rapport rapidly, even with complete strangers. They possess qualities, which engage their prospect and create a desire to listen. They act as a stimulus to sales with their abundant optimism and enthusiasm. It has been said that they pierce the gloom with their optimism like a shaft of sunlight. 

Profiles for Managers, Production Supervisors or Administrative Personnel

The Influencer/Persuader is an example of the search for someone with sales potential. Additional profiles may indicate behavior suited for other kinds of personnel.

For over 35 years, our company has used a DISC instrument to aid us and our clients to better understand human behavior. Then, to utilize our knowledge to improve interviewing, hiring, training and management skills.

This DISCstyles profile represents our most recent updating and modification to our practiced management systems.

We have conducted hundreds of surveys and sponsored numerous studies in the use and effectiveness of DISC profiling methods. We have hundreds of case histories and thousands of individual success stories, which were developed via the efficient use of the DISC profile.

Remember again, the 13 Immutable Laws of Hiring and may the next person you hire, fit the needs you desire. ν

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