Search by keywords:
Search resources by: Competency
Content Format


Not a member? Sample unlocked content here.

Topics Covered: <a href='/resources/search/?query=Tips and techniques'>Tips and techniques</a> | <a href='/resources/search/?query=Executives'>Executives</a> | <a href='/resources/search/?query=Sales personnel'>Sales personnel</a> | <a href='/resources/search/?query=Outsourcing'>Outsourcing</a> | <a href='/resources/search/?query=Sales Management'>Sales Management</a> | <a href='/resources/search/?query=Recruitment and selection'>Recruitment and selection</a>
Sales Leadership
Mar 17, 2010 | Canadian Professional Sales Association (CPSA) lock

As a sales manager or business owner, you may want to outsource specific aspects of the selection process—recruitment of suitable candidates, advertising, initial screening interviews etc., to a professional search firm. 


The recruiter is your sales representative in the talent market.  You must make sure they are representing your employer brand appropriately.  Second, trust is a crucial to building a successful partnership. If the relationship is competitive you will not get the best results. As a client do not put your recruitment firm into adversarial situations, and that tarnishes the relationship and the results you can expect.


The following is a list of suggestions that will help you get the best value for your company:

  • Setup an initial meeting to discuss the position, the company’s culture, and fee structure for the assignment. You should supply copies of the job specification and job description, as they need to have all the facts to sell the opportunity to candidates. Generally firms charge up to 35 per cent of the individual’s annual total compensation. Attempt to negotiate that down to 25% and try to obtain a 90-day guarantee to protect you in the event the individual leaves the company.
  • Review the minimum requirements for the job and the compensation package. If there is flexibility in these areas, inform the agency. If they present candidates who do not meet your minimum standards or simply send you a stack of résumés, let them know immediately!
  • Inform your recruiter if you only want to hear from the top five candidates.
  • Obtain feedback from the recruiter on candidates. Ask the recruiter questions about such things as the individual’s appearance, interest in the position, energy level, salary requirements, availability, etc. You may want to jot down notes so you can compare your impressions with the recruiter.
  • Provide the recruiter with a block of dates when he/she can schedule initial interviews.
  • When interviewing candidates, ask for feedback on the recruiter. Keep in mind the recruiter is representing your company and you want to ensure that he/she is presenting a true picture of the position and treating the candidates as you would.
  • Provide feedback to the recruiter after each interview. It helps them know if they are meeting your requirements or if they need to refine their search.
  • Perform all reference checks yourself. Don’t entrust this crucial task to a recruiter as they have a professional interest in closing the deal and that could shade their impressions. Let the recruiter offer the position to the successful candidate. Recruiters can keep the negotiations between the candidate and yourself “fluid” until a final offer has been agreed upon. They can also help candidates through the resignation process and deal with counter offers by the candidate’s present employer.
  • Provide a personal response. As a sales manager, you should reply personally to those candidates you interviewed but did not select. You can either send them a letter or contact them by phone.


Click here to read part one, "5 Characteristics of Successful Salespeople"

This content is exclusive for CPSA members

Become a Member

Already a member? Login to see full the article.

About the author: 108

Related Resources