There has been a definitive change to the structure and organization of today’s sales team – they are now virtual. While COVD-19 has accelerated the adoption of virtual sales teams, companies have long leveraged  the underlying benefits of this workforce design. Virtual teams and teleworking scenarios offer a scalable mechanism through which organizations can broaden their geographic presence and reach into its target markets, without the need for capital intensive investments. These financial efficiencies are complimented by the fact that sales force productivity can actually increase in a work from home (WFM) or work from anywhere (WFA) arrangement. 

Regardless of what is driving a business implement a virtual sales team structure, there are several factors that managers need to consider: 

1. Infrastructure set-up 

First, ensure your sales team has the necessary equipment to set-up a comfortable work from home space. This may require you to allow them to take basic equipment from the office home. It may also be a good idea to provide additional monetary subsidies to help your team set-up quickly. Small gestures indicate that the organization supports the work from home setting and is ready to support their revenue generation department.

2. Set-up procedures

Operational procedures can either make or break your team dynamic. Research shows that simple procedures like daily check-ins and team meetings which can contribute positively to organizational culture and strategic alignment. Leveraging project management tools, customer relationship management platforms and/or an internal communications tool like Slack can help organize workflows and communication channels. For a list of the latest tools and resources, read “Why Building a Remote Sales Team Matters: 20+ Tips, Tools, and Resources”. 

3. Promote information and knowledge sharing

Teams that work remotely have no water cooler chats or impromptu lunch time discussions where individuals can bounce ideas off one another. That’s why the best virtual teams have built a culture where information and knowledge sharing is the norm. For sales leaders, this accelerates new rep development while giving established sellers access to emerging selling methods, channels, and techniques.

4. Build trust & reduce frustrations

Individual productivity is the most common concern that managers have with remote working. Research, however, suggests that employees often over-work to mitigate managerial concerns and influence peer perceptions. Breaking these misconception presents a tremendous opportunity for managers to build trust amongst the team, which can be facilitated through effective one-on-one meetings.  

5. Promote employee engagement

A virtual working environment can increase the risk of employees feeling isolated. Advocating engagement between the team members will help dispel these feelings. Activities like video calls help to ignite the feeling of being physically present in the office, while hosting virtual meet-ups and online games can boost competitive spirits and morale. 

6. Set realistic expectations

Set expectations with your team about goals, effective communication, and information sharing from the beginning. Communicate to your team how their performance will be measured and how frequently. Transparency and honesty are the key to success. If your team is making a transition to a remote setting, recognize that your team members may have families and are also adapting to the newly evolving situation just like you. Give your team the time to find their footing and not expect the same level of productivity from day one. 

7. Think about yourself too

Last but one of the most important – look out for yourself! Setting-up a remote team (in most occasions) is not a one-person task, it takes collaboration with various stakeholders (IT, HR, Finance, etc.). Make sure you have the resources for the set-up or transition and reach out to the appropriate personnel as needed. Communicate your goals and limitations to the team, and ask for support when required. Top performers will acknowledge the importance of team support and step-up to the occasion! 

Global issues such as COVID-19 have accelerated the adoption of remote sales teams in companies across the world. Giants such as Google, Microsoft, and Amazon have all encouraged teams to work from home and as cities and states across North America shut down, many other companies are rapidly moving 100% of their collaboration and operations online.

Now may be the time for sales, human resource, and operational leaders who have been considering the addition of remote salespeople to make the leap—after all, companies that still require all sales reps to work in an office are compromising their ability to scale.

Many organizations are ahead of the curve when it comes to implementing successful remote work policies; tech companies like Zapier, Mozilla, Buffer, and Basecamp have been demonstrating them for a long time. And PwC has an “everyday flexibility” policy of letting teammates work where they choose, and have been listed on Fortune’s 100 Best Companies to Work For list for 15 years in a row.

We have compiled some resources to guide your company’s transition to remote work, with particular focus on your sales team. We will share guidance from those who have already figured it out, as well as a list of tech tools to adopt. Ultimately, sales teams that work remotely are sales teams that can grow and perform better in today’s new climate.

Want to not just mitigate risk, but scale? Embrace remote work.

At Peak Sales Recruiting, we believe that requiring all reps to come into a physical office every day hurts the team’s—and company’s—ability to scale. Why?

• • It makes it difficult to hire top talent. Today, reps expect the flexibility of working remotely and consider it an asset when choosing an employer. In addition, hiring only in one’s physical town restricts the talent pool significantly.
  • It increases risk and lowers resilience in the face of disasters, such as COVID-19. Teams that are well-practiced at remote collaboration can more easily adapt to remote-mandated working conditions. 
  • It is less cost-efficient. The need to pay for office space in expensive metropolitan areas is significant.
  • It is not in line with today’s global political climate. Increasing immigration restrictions are making it difficult to hire foreign talent and relocate them to a physical headquarters.

There is already a talent shortage and the refusal to adopt remote working simply makes it worse. Hiring remote-working sales talent in other locations can add extremely high-quality to a team’s ranks. Companies can tap into a new pool of top salespeople, sometimes for more affordable compensation, and it is actually a value-add for A-players, making them more likely to choose your company over others.

It is such a value-add that in a 2017 Stanford study, the average worker was willing to accept 8% less pay just for the option to work from home. Flexible remote work is not just a cherry-on-top; people give it a monetary value. 

And employers are using it as a way to attract talent. LinkedIn’s Global Talent Trends 2019 report shows that since 2016, there has been a 78% increase in job posts on LinkedIn mentioning work flexibility.  This is a valuable offering for many types of employees and, for millennials in particular, flexibility in work correlates to loyalty to their employer, according to The Deloitte Global Millennial Survey 2019.

Virtual teams are more productive

Managers are often concerned that remote working will bring about a decrease in communication, or a degradation of culture and organic, informal connection. And, of course, they worry about a decrease in individual productivity due to multitasking, or the blurring of lines between personal and work time.

But remote workers are just as, if not more, productive than in-office teams:

• A report by Aon Consulting showed that some organizations have seen productivity gains of up to 43% after adopting virtual teams. 
• A study of 80 global software teams indicated that remote teams can outperform those that share an office (if well-managed). 
• A study of remote patent examiners at the U.S. Patent & Trade office showed a 4.4% productivity increase, representing up to $1.3 billion of annual value added to the US economy, based on the average economic activity generated per additional patent.

Of course, a team needs the right leadership, software tools, and protocol to enjoy remote-work success. There are plenty of challenges—the FYI’s The Remote Work Report lists the top three as communication, social opportunities, and loneliness/isolation. These are followed by setting boundaries, visibility in the organization, time zones, team culture, and more.

Luckily, sales teams have access to a slew of tools built just for supporting remote and hybrid-remote teams. And there is plenty of guidance from those who have already paved the way.

Guides and resources for remote sales teams

Virtual work software 

There is a rapidly growing, ever-shifting cloud of tools that serve remote teams. This is by no means a comprehensive list, but it is a good starting point for leaders looking to support remote employees—or taking the leap to 100% remote.

Project Management

• Asana – Easily organize and plan projects, workflows, and more 
• Basecamp – The calm and organized way to manage projects and people
• Trello – Trello is a visual Kanban board tool for organizing work
• 10000ft – High-level project and resource management software
• Teamwork – A work and project management tool that helps teams

improve collaboration, visibility, and accountability

Videoconferencing and telework communication

• Slack – Slack brings team communication and collaboration into one place
• Zoom – An easy, reliable cloud platform for video and audio conferencing, chat, and webinars
• Google Hangouts Meet – Video meetings for your business
• World Time Buddy – A convenient world clock, a time zone converter, and an online meeting scheduler
• Twist – A distraction-free teamwork app

Documents and cloud storage

• Google G Suite – An integrated suite of secure productivity apps including Docs, Drive, Calendar, Meet, and Gmail 
• Office 365 – Collaborate for free with online versions of Microsoft Word, PowerPoint, Excel, and OneNote.
• Dropbox – Store and access team files on any computer or mobile device
• Box – Cloud content management and file sharing service for businesses
• Notion – A new editor that blends notes, tasks, and wikis into one app

CRM & sales tools

• Salesforce – Unify marketing, sales, service, commerce, and IT teams
• HubSpot – A full platform of marketing, sales, customer service, and CRM software
• Marketo – Marketo’s powerful marketing automation software helps marketers master the art and science of digital marketing
• Chorus.ai – The leading conversation intelligence platform for sales teams

Productivity and time management

• Todoist – 20 million people and teams use Todoist to organize, plan, and collaborate on tasks and projects
• Time Doctor – employee time tracking software that helps you and your team get a lot more done each day
• iDoneThis – I Done This helps track your own progress, understand what your team is working on and stay in sync

Team morale and happiness surveys 

(Measuring sales team morale and gathering feedback in a structured way is important for remote teams, where this happens less organically.)

• Chimp or champ – A weekly anonymous employee happiness meter for you to check your team’s pulse
• TINYpulse – The world’s leading employee engagement platform

Companies who refuse to take a remote or remote-hybrid approach to their sales teams are hurting their ability to scale. A distributed workforce allows employers to hire more and better talent, save costs, and respond to global unrest and pandemics.

Luckily, this is the perfect time to make a transition to more flexible work policies. An entire industry of software tools and thought leaders are here to help you join the ranks of those who are already benefiting from having “remote control.”

Finding talented salespeople in the manufacturing sector is now more difficult than ever. However, hiring managers can tip the scales in their favor during an industrial salesperson search by shaking up their approach to recruitment.

The US manufacturing industry continues to expand, with smart manufacturing expected to grow at a compound annual growth rate of 15% between 2018 and 2023.

To live up to the promise of smart manufacturing and capture the new value being created, manufacturers need to upgrade their salesforce with top-quality, digital-savvy salespeople. In addition, they need to boost their appreciation of the hiring process simply to keep up with filling vacancies while their industry grows, baby boomers retire, and the United States faces a countrywide talent shortage.

Unfortunately, the manufacturing industry faces stiff competition for top sales talent. Seventy-three percent of manufacturers report that attracting and retaining a quality workforce is their top challenge—and according to Deloitte, 2.4 million manufacturing vacancies could go unfilled between now and 2028.

Companies are having difficulty filling manufacturing sales roles because of:

• Competition from other industries, such as tech and finance, which have been more successful at recruiting or poaching top talent
• Outdated perceptions of manufacturing jobs
• Shifting skill sets needed on the job due to the introduction of advanced technologies and digitization.

To compete with Silicon Valley tech companies and New York finance firms, manufacturing and industrial businesses need to update the way they hire. This article will provide tips for manufacturers on how to revamp hiring processes so they can recruit and retain the salesforce they need to remain competitive in the age of digital manufacturing.

It’s time for manufacturers to change the way they recruit and hire

The industry’s inability to attract millennials contributes to the current talent gap. Millennials make up the largest working population of the US economy, and as baby boomers continue to retire, any company that fails to aggressively employ millennials and generation Z will have little hope of longevity.

To keep up with shifting market demographics and the talent demands of industrial digitization, manufacturers need to:

• Recalibrate the competencies they look for in candidates
• Cultivate a workplace culture that’s attractive to a younger generation of workers
• Create paths for experienced career changers and industry-swappers to join their ranks.

Let’s look more closely at each of these strategies.

Recalibrate competency requirements for the digital era

The competencies that salespeople need in manufacturing today differ greatly from those needed ten or twenty years ago, according to research by HBR. “Competencies that, only a decade ago, were considered essential are now lower in priority,” they note.

The digitization of manufacturing and sales processes requires workers with problem-solving and critical-thinking skills. They need to feel comfortable analyzing data and learning a business’s space quickly—they need to be strategists rather than simply tactical executors. Their work is now augmented by software, algorithms, tools like Salesforce and other CRMs, business intelligence data, and personalization technologies.

Manufacturers can reflect these new sales tasks and desired competencies in their hiring criteria, job postings, interview rubrics, and even online aptitude tests. Recruiting firms can help crystallize these requirements and ensure that they are reflected in all assessments.

Cultivate your workplace culture

Candidate evaluation is a two-way street—as a company evaluates potential employees, it is being sized up as well. To recruit the sales staff needed to drive business, manufacturers need to cultivate an appealing work culture and improve their employer brand.

This is especially true when it comes to recruiting millennial workers. To attract the right talent, manufacturers should build a company that aligns with typical millennial values, which, according to Gallup, include:

1. Purpose and meaning in their work
2. Development and growth opportunities
3. Managers who value them as people and develop coaching relationships—rather than “command-and-control” bosses
4. Ongoing performance conversations instead of annual reviews
5. An environment that lets them develop their strengths instead of focusing on “correcting” weaknesses.

These values—and a company’s unique culture—should permeate the workplace as well as its online presence, so it shines through to candidates. Hiring teams should work with marketing and public relations teams to develop a strategy for communicating company culture through all candidate touchpoints, including the company website, videos, employee testimonials, fairs and events, and direct communications with candidates—before, during, and after interviews.

Create paths for experienced professionals of different backgrounds

To deepen the talent pool, manufacturers should look to candidates with the relevant skill sets in different markets and from different backgrounds. Salespeople in adjacent industries may not be able to come into a role with a big rolodex of potential clients for their new company. But when vetted properly, they may have sales experience that can be easily adapted to manufacturing products and client profiles.

Manufacturers should look for candidates from other sectors that have characteristics in common with their own company. For example, a salesperson selling to enterprise clients at a large tech company will likely find it easier to transition to a similar role in a large manufacturing company—even if the products are very different. Similarly, an executive with only startup-level experience in manufacturing may have a much harder time adjusting to a large company environment compared to someone from an equally large company with no direct manufacturing experience.

A great way to tap into talent from different industries is by partnering with a recruitment firm with visibility into neighboring talent pools.

Create and refine a recruitment structure

The best way to put these principles into action is through a structured recruitment process.

Structure allows companies to start recruitment early—it is important to develop a pipeline of sales talent long before the need to fill a vacancy arises. Reaching out to potential candidates early and building a relationship with them over time can be crucial. This is known as the candidate nurture strategy and it should involve targeted, personalized messaging to prospects through email, text, and social media. To organize candidate nurture campaigns, many employers make use of CRMs or applicant tracking systems.

Structured recruitment also means involving the relevant stakeholders at the right time. C-level executives in finance, marketing, and HR—as well as sales managers—should all be aligned on which candidates will be brought in for interviews. It is also wise to involve sales staff in interviews and invite their input on candidates. After all, this is the team your candidate will eventually join, and your existing staff will arguably be the biggest influence on the successful integration of a new hire.

Interview processes should be rigorous and well-planned to avoid “gut feel” hires. Vetting should include a quantitative screening process to test for the specific traits needed for a sales position, as well as phone and in-person interviews. This should be supported by a structured rubric, in which each candidate is asked the same questions, to compare answers. Decision makers should reference the rubric to understand hiring objectives and see which questions were asked.

Follow-up between and after interviews is key. Early in the process, there should be a delegated point of contact who will always be available to answer candidate questions swiftly. After interviews, candidates should be followed up with in a timely fashion without undue delays between their second or third interviews. If candidates feel they have been left hanging, they may take their skills elsewhere.

Offer competitive compensation, which is a must-have to convince top talent to join a new firm or switch to a new industry. Salaries should be in line with, or above, industry benchmarks. According to a survey we conducted at Peak Sales, the average base salary of manufacturing sales managers is $102,843, with $134,373 OTE (in 2019).

Invest in retention

Once the right talent is on board, it’s vital to retain them. Turnover is costly, and replacing an employee costs an average of one-fifth of their salary. In sales, the problem of turnover is particularly acute, with the average sales rep remaining at their post for only eighteen months. Considering recruitment fees, onboarding, and potential lost revenue from missed leads, it costs upwards of 115K to replace a sales rep.

Retaining staff is the cheaper alternative. To make that happen, it’s helpful to first understand why sales reps might leave their current position. According to SiriusDecisions research, the top three reasons are:

• Inadequate compensation (89%)
• Lack of connection with leadership or incompetence of leadership (60%–80%)
• Concerns about the company’s ability to meet market needs (75%)

Given that the top reason for voluntary departure is insufficient compensation, industrial companies need to pay careful attention to payment structures and employee expectations. They should design compensation packages that reward good performance through bonuses, raises, and quotas.

Beyond the salary investment, companies need to show sales staff that they are valued through opportunities for career development and engaging with company leadership. This involves regular check-ins and feedback from management, periodic training and coaching, mentorship programs that pair senior and junior team members, and clear paths to promotion. Manufacturers can also offer flexible work hours to accommodate professional conferences or training programs and improve work-life balance.

Sales staff can also be supported by investing in up-to-date sales technology. Sales reps spend only 41% of their time selling—the rest is spent on admin activities, like data maintenance. The proper sales operations teams, alongside top-of-the-line CRMs, video conferencing, business intelligence data, and integrated systems, can save time and give reps more energy for their clients and strategic work.

Finally, the most motivated sales staff want to see that their company is doing well and has a plan to do even better. Sales leaders should use data-backed insights to improve operations and sales strategy, strengthen the sales playbook, communicate it, and create the resources for sales staff to execute it.

Final Thoughts

To win the battle for top talent, manufacturers need to adjust their recruitment tactics to match the current talent pool characteristics and market demands.

Some specific actions manufacturers can take to develop the ideal sales team include:

• Recalibrate candidate competency requirements to screen for salespeople who have technical and critical thinking skills
• Cultivate a workplace culture that appeals to a younger generation of workers, and communicate it to candidates in person and through online touchpoints like the company website
• Expand the talent pool by recruiting salespeople with transferable experience from outside the manufacturing industry
• Create a systematic and repeatable recruiting framework with structured assessments, interviews, and intentional follow-up processes
• Retain sales talent by supporting them with the right compensation, professional development, technology, and a winning sales strategy.

There is no one-size-fits-all when it comes to recruiting. Rather, each company should craft a recruiting process to match their company culture and talent needs. At Peak Sales, we help employers do this with our proprietary P95 Assessment Process, which fills critical roles faster and reduces ramp-up time and training requirements.

Want to learn more about staffing your team with the best salespeople? Contact Peak Sales Recruiting today.

If a business needs a new sales manager or executive, it has a choice: hire an external candidate or develop talent from within the company. 

A growing organization is bound to face this decision sooner or later, due to the following factors:

• Team growth: A sales team becomes large enough to require a manager.
• Expansion: A company plans a move into new markets, audiences, and products and needs a new leader to spearhead the efforts or manage a new sales team.
• Replacement: A previous manager is not a fit or moves to a different company, and someone else must take over.
• Retirement: A manager or leader exits the workforce due to retirement.

• Succession planning: A forward-looking company wants to prepare a roster of people who are ready to take over key roles that are vacated for any reason.

Promoting managers internally and hiring externally are both valid approaches. 

Hiring internally can be cost-effective. It also provides a career trajectory for current employees and it extends the longevity of company culture and key sales relationships. 

But there are risks. Companies are more likely to promote their top salespeople than promote their lower-performing counterparts, but when they do, they often find that they’ve lost a good salesperson and gained a bad manager. A study found that teams led by their (newly promoted) top salesperson see sales drop by 7.5% on average.

For these reasons, hiring externally can be helpful when a seasoned manager is needed, when it is important to avoid promotion politics, in an emergency situation that requires accelerated placement, or simply if the pool of internal talent has been tapped. After all, LinkedIn found that AEs are the #2 most-recruited role in business across all industries—and they are #1 in the tech industry. This doesn’t make finding great potential managers any easier.

An external hire can bring in new perspectives and help a company level up during moments of strategic change, such as when it expands into new markets, launches new products, shifts sales strategy, or doubles its staff. The talent available in the company at the time may not have exposure to the information and experiences needed to succeed during these shifts. And, in a mature business, internal talent may be stuck in a traditional or “groupthink” mentality that prevents them from innovating. 

Whether a company decides to promote internally or hire from the outside, it’s important that they take a step back to make the right hire. Great managers directly impact a company’s revenue, while mediocre managers can artificially cap the performance of even the best sales teams. 

So when it comes to finding the next great sales leader, preparation can make all the difference.

Promoting internally: how to lead a successful transition

Create formal succession plans

Companies with formal succession plans that include metrics, processes, and official stakeholders are far more likely to see success than companies who take a lighter, informal approach, according to research from the Society for Human Resource Management.

However, many companies fail to develop a formal process. Poor succession planning can result in lost revenue, organizational confusion, and an underperforming sales team. Peak’s Guide To Sales Succession Planning is a thorough guide covering methods for evaluating internal candidates and how to pull off successful transitions.

Free eBook Download:  Peak’s Guide To Sales Succession Planning

Do not simply promote the best salespeople on a team into management

One reason this transition doesn’t always yield positive results is that a salesperson is primarily focused on individual performance, while a leader is focused on performance through others. The skills, characteristics, and viewpoints needed for success are different. 

When companies promote from within, they must look for sales leaders who can deliver on:

• hiring initiatives
• salesperson development
• coaching
• metrics-based performance reviews
• compensation package design
• team morale and culture
• relationships with leadership counterparts in marketing, product, finance, and other departments
• sales strategy for the company’s current position in the marketplace
• the management of infrastructure that powers all sales operations, from support personnel to technology, systems, and documentation

In some cases, lower-performing salespeople may actually be more suited for a management role. Companies should orient their search toward screening for these leadership characteristics rather than simply evaluating sales performance.

Mentorship and self-development resources can also be very useful for cultivating internal talent. 

Create a sales mentorship program

We encourage companies to design a mentorship program specifically for sales. HubSpot shares 7 Steps to Establish a Successful Sales Mentorship Program, which details how a sales manager can pair two employees with mutually beneficial skill sets and roles. 

This type of mentorship program not only develops more junior reps, but it also helps cross-train reps on different sales areas and allows mentors to test their leadership skills. Setting up a mentorship program requires some structure, such as defining roles in advance, tracking performance metrics, creating an incentive structure, and agreeing on an “exit strategy” for the relationship.

Provide reps with resources to develop themselves 

Motivated salespeople can also prepare for a potential promotion to a leadership role. Ideally, they will begin to demonstrate their ability to deliver on a manager’s responsibilities while still in an individual contributor role. We collected advice from 20 sales coaches, executives, and authors to help reps make the shift. Suggestions included: 

• Develop and demonstrate your leadership abilities on the job 
• Understand the skills, traits and behaviors required for success
• Establish yourself as a lifelong learner
• Demonstrate your ability to assist and coach team members

Identify motivated sales staff that show an aptitude for these leadership qualities to guard against a failed internal hire.  

Hiring externally: how to attract and identify quality candidates

Develop a formal hiring plan and start early

Just like internal succession planning requires a formal structure to work well, so does external hiring. 

It begins with a process for sourcing and systematically building familiarity with candidates. Whenever possible, companies should start their hiring search early by reaching out to their ideal candidates and then building a relationship with them over the long term. 

This approach is called “candidate nurture,” and it’s designed to attract top performers who are in high demand, gainfully employed, and will only move to a new company if trust is in place. This can take time—organizations should use candidate trackers and regular check-in milestones.

Once a candidate is ready for an interview, they should go through a quantitative screening process that tests for the traits needed in the leadership position, as well as an interview process with a structured rubric. This formality protects hiring managers from unsuccessful “gut feel” decisions.

For help with developing a hiring plan for a sales leader, Your Next VP Sales: The Complete Interview Question Guide covers key responsibilities, traits to screen for, and interview questions for an in-depth assessment. 

Prepare to be evaluated by candidates

Leadership should work on their employer brand to become an attractive option for quality managers. Great candidates will scrutinize a company, its sales organization, and its leadership team. What Every Great VP Sales Wants in a Job covers 10 characteristics that outside talent will likely screen for. 

This includes opportunities for growth, the autonomy to tackle challenges and provide real value, a proven leadership team with colleagues who share their vision, and competitive compensation. Companies should use benchmarks such as Peak’s Sales Compensation Report to ensure that they don’t disqualify themselves by offering too little, too late.

Partner with a recruitment firm

When the talent pool is low or a company needs outside expertise, they can turn to a talent firm. It’s important that a recruiting firm specializes in sales and also provides a holistic service where success is measured by a candidate’s fit and performance in a role, not just the quantity of candidates they source. 

A sales recruiting firm can help a company:

• Determine which qualities to screen for to match their unique sales environment
• Administer quantitative psychometric tests to assist in screening
• Develop behavioral interview rubrics
• Scalably source candidates from within and without the company’s industry
• Verify track records, including proof of selling performance, reasons for leaving, and reference quality
• Formalize a sustainable hiring process for the future

Companies can work with a firm like Peak Sales Recruiting to accelerate and de-risk the hiring process. At Peak Sales, we leverage our proprietary P95 Assessment Process to design a recruiting framework that sources the best management talent for companies and their specific sales needs.

The right hire is key to sales success

Companies in need of a new sales manager have plenty of work to do, whether they choose to develop leadership talent from within or attract new faces from the outside world. They must start their search or development efforts as early as possible, create an enticing employer brand, and put formal evaluation processes in place so that they are not misguided by gut feel. 

A powerful engine for systematically attracting and evaluating sales managers can help companies successfully install the leadership they need to meet sales objectives and beat competitors.