The success of Rackham’s Rethinking the Sales Force shows that there is a market for books that give business new tools for dealing with the challenges facing sales force management. In today’s competitive economy and ultra-low employment levels, recruiting (not to mention retaining) great salespeople is a Herculean challenge. This book tells managers how to rise to that challenge: how to hire right, the first time. As the sales profession evolves, so must the people selling, and in line with that, so must the way salespeople are recruited. How to Hire and Develop top Performers shows managers the real things to look for when hiring or promoting, instead of relying upon experience or some of the other classic hiring myths. Herbert M. Greenberg is president and CEO of Caliper, a leading human resource assessment and consulting firm with offices throughout the US, Europe, South America and the Pacific Rim. Greenberg is the author of two seminal Harvard Business Review articles, What Makes a Good Salesperson, and Job Matching for Better Sales Performance.
He is a popular keynote speaker in the US and abroad, and is recognized as a leading authority on the psychology of top performers. For over 35 years, Caliper has helped over 23,000 companies worldwide to effectively select, develop, and manage people - their assessment test has proved to be over 90 percent accurate in determining who will become a top performing salesperson and who will not. In addition to being used in thousands of companies around the world, Caliper’s system is also endorsed by some 22 trade associations as a member service. In this book, Greenberg identifies and explains the four proven factors that will predict an employee’s success in sales: empathy, ego-drive, service motivation, and ego-strength. He also provides key insights on job matching, team-building, leadership, and the successful sales traits for specific industries. In short, the phenomenal accuracy of Greenberg’s system will help managers stop the recruitment revolving door and pinpoint exactly the right person for each job; the person who is much more likely to stay with – and become a real asset to – the company for the long term.
