The paperclips didn't need a sales pitch. Neither do your clients.

SELLutions

Employee Motivation

by Admin 1. March 2012 18:11
I often get questions about motivating employees. My overall belief is, "you can’t motivate anyone to do anything, just give them an opportunity to motive themselves". That being said what do you do to give them an opportunity to motivate themselves?

As a business owner, you don't want employees who are only motivated to perform well so they can "win a prize". You want employees who are motivated to perform well every day, no matter what carrot you're dangling in front of them.

What you really need is a team of employees who are emotionally invested in your company. A feeling of ownership. To cultivate that, you need family support. No amount of job awards can out-influence the home front. You can offer praise and gifts left and right, but you won't see much improvement in your employees performance if she goes home to a partner who says, "How much longer are you going to work there if you’re not happy?"

Please don’t mis-understand, I'm not suggesting that your employees need to have a love affair at work. It's just that the men and women your employees go home to at night that have the power to motivate (or de-motivate) far better and faster than you could.

Here's the key to winning over an employee's family: Start from day one. The first thing your newly hired staff member will likely hear from a significant other when he gets home is, "How was your first day?" If he spent it mostly filling out a three-foot stack of forms, ordering his own business cards and eating lunch alone, he might rightfully answer: "Lousy." His better half will quickly get down on your company, too, and hardly encourage the top-notch performance you want to see.

There's a full-proof way to get employees, and their loved ones at home, excited about working for your company from day one. First, really make them feel welcome. We want to be liked and accepted. Start a new employee program at your company. Have all employees (depending on the size of your organization) make a point through out that first day to stop and say hello to the new employee and welcome them. I also really like the idea of a sign at the front door that says, “Welcome Jane Smith We are glad you are here”. Additionally a welcome cake at lunch for all to stop by and enjoy is a great idea as well.

So, what happens if your new recruit comes home with a great story about his amazing first day? His better half will realize the opportunity he has—she'll become the ultimate motivator, rather than detractor.

Keep in mind, there are many definitions of family. Your new employee may be single (or soon to be). It's your mission to find out who makes up his or her support system and give accordingly. Perhaps it's a gift card for a night out with pals or a matinee with mom.

When your employees hear daily words of encouragement from their closest confidantes like, "I can't believe how lucky you are to be working for that guy!" their motivation rises to levels you've never tapped before. It's worked for me in all of my companies. And even if you can't afford more than a home-baked cake or thank-you card, giving your new employees a best first day ever is the key to keeping them motivated for years to come.

There are so many statistics about how much better and more productive your employees are when they feel good about working for you. We spend lots of money to recruit, and hire a new team member. Lets not forget their value after they are hired.

Greta Schulz is president of Schulz Business SELLutions in West Palm Beach, FL. She is the author of "To Sell is Not to Sell" and a columnist for business journals around the country. Greta does corporate training for Fortune 1000 companies and she has an on-line training course for entrepreneurs.

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Sales Assessments: To Test or Not to Test

by GSchulz 4. September 2011 18:16

When hiring, employers must make sure that the application and assessment process meets defensible standards. With the excessive use (and often misuse) of internet- based “quick, easy and free” personality tests offered as hiring tools, violations of rules set forth by the Department of Labor are becoming more frequent. Though the Department of Labor document citing the guidelines is considered unexciting and often tedious reading, it should be considered required reading for any employer or manager in charge of hiring or promotion decisions. Adhering to the guidelines as best as possible could keep employers out of harm’s way when it comes to legal battles.

The Department of Labor offers 13 different guidelines that employers should follow when deciding on an “assessment initiative”. They are as follows:

  1. Use assessments and assessment tools in the manner in which they are indicated or advised (follow the directions!). When employers misuse an assessment tool or program, they could potentially face legal issues in the future.
  2. Use the “whole- person approach” when testing. Remember, no test is perfect! Use an assessment test, or maybe even a combination of tests, that will give you as much information as possible about behaviors most important to your business.
  3. Use tests that are unbiased and fair to all groups. Even tests that inadvertently discriminate may keep employers from gaining a qualified and diverse work group and may kindle, you guessed it, more legal battles.
  4. Use tests that are reliable. Make sure that the questions offered on the test are not tricky and that they seek specific responses.
  5. Make sure that the assessments being used are valid for the specific purpose intended. This may be considered one of the most important criterions in the selection process. Validity is simply the specific assessment’s ability to measure the target characteristic at a level that can be useful to the employer.
  6. Assessment tests must be appropriate and applicable for the target population of desired employees (a.k.a., tests must be specific to your trade). For example, you would never give a person applying for a job at a burger joint an assessment designed specifically to assess dental hygienists.
  7. Instructions and all other documentation must be completely comprehensive and easy for applicants to understand.
  8. If the assessment test requires proctoring and/or administering, make sure that the people performing these actions are properly trained and qualified to do so. Some instruments require an extensive certification process to administer, proctor, and score tests.
  9. Provide consistent standard and uniform testing conditions in order to obtain more consistent results. The key is keeping test takers from being distracted to assure the integrity of the test results.
  10. Provide reasonable accommodations for people with disabilities. Remember: no group should ever be disadvantaged by the test or the conditions under which the test is taken.
  11. Strong test security is important if the test results are going to be useful. Tests and their scoring should never be assessable to the general public.
  12. Test results must be maintained in a confidential manner. Most effective are tests taken over the internet requiring a username and password.
  13.  Accurate interpretation of results is tremendously necessary. Nothing is worse than bad interpretation of good data. Don’t let that happen to you!

Though these guidelines might sound dull and restricting, the Department of Labor does support the use sound testing and assessment strategy, and actually acknowledges the difficulty employers now have of “attracting, developing and retaining the best employees.” They go on to say that a well built and solid assessment strategy can “maximize chances for getting the right fit between jobs and employees.” (DOL publication, “Testing and Assessment: An Employers Guide to Good Practices”)\



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Using Sales Hiring Tests

by Admin 13. August 2011 16:41

When hiring, employers must make sure that the application and assessment process meets the standards. With the excessive use (and often misuse) of internet- based “quick, easy and free” personality tests offered as hiring tools, violations of rules set forth by the Department of Labor are becoming more frequent. Though the Department of Labor document citing the guidelines is considered unexciting and often tedious reading, it should be considered required reading for any employer or manager in charge of hiring or promotion decisions. Adhering to the guidelines as best as possible could keep employers out of harm’s way when it comes to legal battles.

            The Department of Labor offers 13 different guidelines that employers should follow when deciding on an “assessment initiative”. They are as follows:

 

1. Use assessments and assessment tools in the manner in which they are indicated or advised (follow the directions!). When employers misuse an assessment tool or program, they could potentially face legal issues in the future.

2. Use the “whole- person approach” when testing. Remember, no test is perfect! Use an assessment test, or maybe even a combination of tests, that will give you as much information as possible about behaviors most important to your business.

3. Use tests that are unbiased and fair to all groups. Even tests that inadvertently discriminate may keep employers from gaining a qualified and diverse work group and may kindle, you guessed it, more legal battles.

4. Use tests that are reliable. Make sure that the questions offered on the test are not tricky and that they seek specific responses.

5. Make sure that the assessments being used are valid for the specific purpose intended. This may be considered one of the most important criterions in the selection process. Validity is simply the specific assessment’s ability to measure the target characteristic at a level that can be useful to the employer.

6. Assessment tests must be appropriate and applicable for the target population of desired employees (a.k.a., tests must be specific to your trade). For example, you would never give a person applying for a job at a burger joint an assessment designed specifically to assess dental hygienists.

7. Instructions and all other documentation must be completely comprehensive and easy for applicants to understand.

8. If the assessment test requires proctoring and/or administering, make sure that the people performing these actions are properly trained and qualified to do so. Some instruments require an extensive certification process to administer, proctor, and score tests.

9. Provide consistent standard and uniform testing conditions in order to obtain more consistent results. The key is keeping test takers from being distracted to assure the integrity of the test results.

10. Provide reasonable accommodations for people with disabilities. Remember: no group should ever be disadvantaged by the test or the conditions under which the test is taken.

11. Strong test security is important if the test results are going to be useful. Tests and their scoring should never be assessable to the general public.

12. Test results must be maintained in a confidential manner. Most effective are tests taken over the internet requiring a username and password.

13. Accurate interpretation of results is tremendously necessary. Nothing is worse than bad interpretation of good data. Don’t let that happen to you!

 

            Though these guidelines might sound dull and restricting, the Department of Labor does support the use sound testing and assessment strategy, and actually acknowledges the difficulty employers now have of “attracting, developing and retaining the best employees.” They go on to say that a well built and solid assessment strategy can “maximize chances for getting the right fit between jobs and employees.” (DOL publication, “Testing and Assessment: An Employers Guide to Good Practices”)

 

 

 

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When the Prospect Fights You on Price, What To Do?

by Admin 3. June 2011 19:46

I like your proposal, but your price is too high.”

“I can get other companies to do the job at a lower cost.”

“What can you do about your rates?”

 

“I’ll do the deal, but you’ve got to knock 2 points off…take it or leave it.”

 

Here’s a true story I heard from a banking rep named Jennifer.  Jennifer once finished a presentation for a prospect after he had qualified on need and budget.  He had all the decision makers in the room, and they agreed to make a decision at the end of her presentation. 

 

The presentation itself was textbook.  Jennifer had everyone involved, and she addressed each of his or her requirements.  Her presentation points covered all of the prospect’s issues in their priority, and only addressed issues relevant to the sale.

 

At the end, one of the decision makers made this simple statement:

 

“Jennifer,” he said. “This is great and we love the job you did for us.  We’d love to begin, but we want you to give us a discount.  What can you do for us about your price?”

 

Jennifer remembered the following command of sales: never defend or justify.  So she did something most salespeople in her position never do – she not only obeyed the command, but gave it a twist.

 

“I can raise it,” she replied.

 

The prospect laughed.  “Jennifer,” he said.  “I know you’ve got more leeway on your interest rate.”

 

Calmly, Jennifer asked “I suppose this is over then?”

 

“What do you mean?” the surprised prospect wanted to know.

 

“Simple,” a nonplussed Jennifer answered.  “My price is too high. So this is over.”  She held out her hand to thank him for his time.

 

“No, wait,” the prospect rebutted. “Your rates are high, but your ideas are better than any we’ve ever seen.”

 

“I appreciate that,” Jennifer responded.  “But you aren’t going to buy it, so I wanted to thank you for the opportunity.”

 

The prospect shook his head.  “Jennifer, telling people they aren’t going to buy is no way to make it in sales.”

 

Jennifer smiled pleasantly.  “Thank you for the advice.”

 

“Don’t be to hasty to leave,” the prospect then said.  “Actually, Jennifer, we’re going to do this.”

 

And the sale was made—high rates and all.

 

Sales process at work. Stick to it!

 

The lesson is this: when used at the right time, telling a prospect that “it’s over” can make a sale happen because forces the prospect to make a decision.  Why?  Think back to when you were a child.  You parents told you couldn’t have something you really wanted, and it made you want it even more.  Not that prospects are children and you’re parental, but the basic human tendency is still there, so the concept applies.

 

This sales technique works when it’s time to close and the prospect gives you an objection.  But before you stick out your hand and say good-bye, remember that two conditions must exist for it to work.

 

1)      He must have stated how your solution will solve his problem.

2)      The prospect has told you he has a budget big enough to buy your solution.

 

If you do use this tactic, act the part with conviction.  When you make the statement, convey to the prospect that you believe the sale is never going to happen.  

 

And when the prospect tells you that it’s really not over, offer your help. 

 

“Oh, I got the wrong impression.  What would you like me to do now?”

 

Then wait (forever if necessary!) for a response. How do you do this? Our on-line sales training will help.

 

 

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