Presidio case :

Acquired through a search fund, Presidio Solutions offers an outsourced sales solution for technology
companies. Presidio Solutions sells only renewals of service and maintenance contracts on their clients'
hardware and software products. The rapidly growing company has two sales organizations: an outside
sales force that wins new clients for Presidio and an inside sales force that sells renewals on behalf of
the company's clients. The two sales forces have very different profiles, which creates interesting
management challenges. Looks at hiring and compensation issues for the two different sales forces.

9 Steps In The Recruitment And Selection Process
Step 1: Advertise the sales position. Be clear and highlight the capabilities needed for the job.
Step 2: Resume screening. The goal is to eliminate the applicants who definitely don't fit the profile you
are seeking. John recommends using a screening tool to ensure you have an objective process to narrow
the pool of resumes.
Step 3: Phone interview. Use the phone interview as the second screening device. Keep it to ten
minutes.
Step 4: Face-to-face interview. This should last about an hour and be held in a neutral place, not your
office (example: conference room). Use the same, predetermined questions with each applicant.
Questions should focus on the capabilities required for the job.
Step 5: Assessment. Use a predictive assessment tool.
Step 6: Secondary face-to-face interview. The goal is to clear up any discrepancies, sell the canidates on
the position, and broadly explain the compensation package.
Step 7: Job Shadow. The purpose is to see if th eapplicant is a good cultural fit. It also helps you identify
whether the applicant is comfortable with the actual job.
Step 8: Reference Check. Ask about their capabilities as it relates to the job. Also ask about attribute
match.
Step 9: Job Offer. Make sure the compensation plan offered is clear and unambiguous.

Selling Requirements
New vs. established account selling
Selling through distributors
Entertaining customers
Level of buying authority
Physical activity required
Technical knowledge
Relocation
Written proposals
Individual vs. team selling
One time vs. systems selling
Type of prospects/customers
One-on-one vs. group selling
Travel: how much & what kind
Program or concept selling
Nonselling Tasks
Reports to management
Customer service and training
Sales promotion
Educational seminars
Collecting receivables
Marketing plans
Degree of Responsibility
Negotiations of pricing Travel and entertainment
Career Paths
Compensation plan
Promotion timing
Earnings potential
Promotion leaders
Performance Expectations
Activity level requirements Minimum sales volume or profits




The quality and effectiveness of selection and placement decisions depend on sales managers hiring as
many applicants as possible who turn out to be good performers.
Costs to consider include both actual and potential costs:
Actual costs.
Recruiting and assessment costs.
Induction and orientation costs.
Training costs.
Potential costs.
Costs associated with hiring a person who subsequently fails.
Costs associated with rejecting a person who would have been successful on the job.
Some of the benefits of an effective hiring policy
Lowering the cost of turnovers and absenteeism.
Lowering training time.
Meeting individual territorial sales potential.
Increasing customer satisfaction by having the same salesperson call.
Improving morale.
Because of these benefits, recruiting effectiveness increases, thus lowering the total costs associated
with operating the sales force.
Reduce recruitment expenses
Reduce staff turnover
Reduce the time spent in the recruitment process
Increase sales management effectiveness
Increase business
A Sales Management Recruiting Platform
Companies live and die by their ability to recruit individuals who can motivate, mentor and set a positive
example amongst their subordinates. Its been this way since the dawn of business.
However, its easier said than done. Implementing an executive search policy geared towards recruiting
sales leaders can be arduous, expensive and time consuming.
Regardless, getting it right is a necessity. This is especially true if your firm wants sustained growth in the
coming years.
Below, the sales recruiters at KAS Placement have laid down an explanation on how to locate, procure
and compensate these individuals. Also, learn more about sales management recruiting services.
Recruiting the Right Sales Leader
Account management teams that lack strong leadership face a multitude of problems. When sufficient
management is not present, they are prone to the following.
Job Seekers Learn More
Employers Learn More
Sales Recruiting
View Open Jobs
About Our Recruiters
Contact a Headhunter
Higher turnover rates.
Lower client satisfaction.
Less work ethic.
Fewer sales conversions.
After staffing the right individual, our sales recruiters have seen dramatic turnaround in performance.
Below, weve listed a few benefits that recruiting sales leaders brings to any company.
Increased employee engagement.
More successful recruitment efforts.
Increased resiliency and creativity.

Sales Leadership Attributes
Know what youre seeking. Before recruiting the right sales managers, an organization must be
cognizant of the skills that comprise great sales leadership.
Below, weve listed a few abilities. Our sales management recruiters suggest that all applicants your firm
is recruiting possess the following.
An ability to motivate a business development team.
A history of growing revenue through upgrading subordinate performance.
Past experience exceeding sales quotas.
Moreover, leaders are passionate about their job. They enjoy what they do and embrace the challenges
that come with managing a business development team.
Another distinctive ability our sales management recruiters look for is candor. Recruiting sales leaders
who can make difficult decisions is crucial to a firms ability to achieve its goals.
Program Details:
1. Recruitment and Selection Audit
When was the last time you took a step back to review your recruitment function? At Dynamic
Achievement Group we see that organizations recruitment functions are increasingly challenged to
meet the needs of the business. They are realizing that the recruitment function needs to perform more
effectively in order to be competitive, hire the candidates that best fit the culture, and manage the
candidate experience in a way that honors their employment brand. Organizations are turning to
2. Recruitment & Selection Design and Implementation?
evaluate, test and implement every element of your recruiting process, including:
Team structure
Use of technology
Reporting and metrics
Ssocial media presence
Company recruiting culture
Assessments and interviewing techniques
Depending on the results of your Recruitment and Selection Audit, , this phase may include minor
adjustments to existing programs or a significant restructuring of your entire recruitment and selection
function.
3. Sustaining Recruitment and Selection Excellence
Now that your Recruitment & Selection programs, practices and process are in place, your recruitment
team leaders need to develop the right coaching and mentoring skills in order to continually drive
momentum and ensure that your recruitment function is successful in the long term.
So how do you keep it going? In Step 2, we built measurement criteria and identified Key Performance
Indicators (KPIs). During this step, we will focus on building sustainability into your recruitment and
selection function over the long term, and ensure that your recruitment team and processes overall are
measured and held accountable to the identified KPIs.

SalesLeaderships Higher Expectations hiring process has dramatically improved sales results by
helping companies benchmark the specific position. Benchmark results align the potential sales and
sales management candidate to match the behavior, culture, and skills necessary to succeed and
thrive. As a result, your company will:
Outcomes for benchmarking top salespeople:
Hire salespeople who aren't afraid to call at the top
Hire salespeople who close deals consistently at full margin
Hire salespeople who prospect consistently
Hire salespeople who are internally motivated
Hire salespeople who deliver results not excuses
Hire salespeople who sell on value, not price
Hire salespeople who can help you grow your company
Hire salespeople who play well with other departments
Hire salespeople who understand the power of teamwork
Sales Management:
Hire sales managers who can lead, develop and grow a sales team
Hire sales managers who know how to compete and win with integrity
Hire sales managers who can communicate effectively with all types of personalities and
salespeople
Hire sales managers who can deal with conflict and reach a resolution
Hire sales managers who can think big picture and still handle the day-to-day details of running a
sales organization
Hire sales managers who can achieve that fine balance of corporate management and field
management
Hire sales managers who understand the importance of working with other departments in achieving
overall corporate goals
We practice what we preach and don't make recommendations without a face-to-face appointment
or phone consultation.
STEP ONE: CREATING THE JOB TEMPLATE
Get clear on the best salesperson and/or sales manager for your company
SalesLeadership meets with key decision makers to develop a benchmark for the sales or sales
management position. The benchmark serves as a measurement tool for future hires and takes the
guesswork out of the hiring process. At the end of the benchmarking sessions, a job template is
created that outlines:
Job specifics - Attitudes, sales activity, responsibilities, and results expected in the sales/sales
management position.
Emotional Intelligence Soft skills such as resiliency, interpersonal skills, personal accountability,
empathy.
Specific selling style/communication style needed for position - Aggressive, high sense of urgency,
service oriented, analytical.
Past experience - How will past experience translate into success at your company?
Company core values The heart and driver of a sales culture.
STEP TWO: IMPLEMENTATION
SalesLeadership works with sales management team in developing recruitment materials. A key
component of implementation is training the sales management team on behavior based
interviewing skills. This interviewing model takes out the guesswork in hiring to determine if the
potential sales or sales management candidate can and will do the job.
Develop recruitment ads for newspaper/on-line (Your advertisement is your first screening tool.)
Develop recruitment letter for ongoing proactive recruiting efforts
Design a telephone template for initial interviews
Coach the sales management team or executive team on how to effectively screen candidates over
the phone
Coach the sales management team or executive team on behavior based interviewing skills
Administer objective hiring and sales assessments which measure:
DISC: Selling Style/Communication Style Analysis
PIAV: Personal Interests, Attitudes and Values
EMOTIONAL INTELLIGENCE: Ability to relate to others and build relationships



About Presidio Solutions
Acquired through a search fund
Presidio Solutions offers an outsourced sales solution for technology companies.
It sells renewals of service and maintenance contracts on their clients hardware and software products.

It was headed by Sinclair (CEO) and Beckett (President and Chairman)
The company had two sales organizations
Inside Sales force that sells renewals on behalf of the company's clients
Outside Sales force that wins new clients for Presidio

The two sales forces have very different profiles, which creates interesting management challenges.
Partners Background
David Beckett
Graduate in Business Administration
MBA and Masters from Stanford in International Policy Studies
Work experience as consultant and operations manager with giants like McKinsey & Comp. and H.J.
Heinz an American food company.

Mike Sinclair
MBA from Kellogg Graduate School
Work experience in M&A with Lehmann Brothers and Morgan Stanley in IvB.

Issues
Complicated business model with internal and external sales force

Constant monitoring of compensation plans, hiring practices and current employees.

Management tasks looked at hiring and compensation for the two different sales forces.

The key strategic position of the EVP of outside sales force was unfilled and finding a suitable candidate
was difficult.

Developing and implementing a new variable compensation plan for the outside sales team was crucial

Outside Sales Organization : Skill set
Boardroom qualities
High level of professionalism
Articulation Proficiency
Significant domain experience
Confident, polished & aggressive
Excellent selling skills


Jason Bennett
Pros
Strategic bent of mind
Technologically sound
Futuristic thought process
Impeccable attention to detail
High degree of professional refinement and vast experience in terms of domain knowledge
Cons

Due to a headstrong behavior and a knack for revamping processes according to his strategic thinking,
he might not be able to adjust comfortably in the organizations culture and might create a one man
against the organization situation

Richard Kanitsky
Pros
Young
Ambitious
Outsourcing expert
Right level of sales management experience
Adaptability
Keen eye for detail

Cons
Lacked experience with high technology

Our Decision: Jason Bennett

Present Outside sales compensation Plan:
Overview
Reps entitled to get 4% of the contracts revenues for first 15 months of the contracts. ( this period
include first one and a half month of contract implementation when no revenue is generated).

Plan was effective initially since it gave impetus to the sales drive as the sales reps would go for large
contracts which ramp up quickly and the duration of payout kept the two sales reps engaged through
the transition to new ownership

Old Compensation Plan: Drawbacks
The 4% payout functioned like a fixed payment over a period of 15 months.
Since payment was guaranteed the sales reps lost their aggressiveness , impetus and drive to go for
more (Sinclairs comment that this plan turned hunters into farmers).
Threat to companys growth since reps timed new sales when stipulated 15 month period was about to
end. In other words drive to go for new sales in the initial part of 15 month lost

New Compensation Plan: Objectives
Ensure fairness since the old plan compensated outside sales reps for the work of inside team.

Encourage appropriate conduct in the existing sales team.

Attract best salespeople to the company as it continued to grow.

Ensure that there is hunger to go in for more
New Compensation Plan
Variable Component = 6% (New Contract)
De-Linking External & Internal Sales Teams
Removal of 15 month period