b'2. Skills 7. BullpenDoesthecandidatehavetheskillsnecessarytoIn some sales departments, there is a culture of ca-succeed in the job? If not, are you willing to pro- maraderie, mutual assistance, and problem solving. vide the training necessary? Look back at the jobIn such work groups, social and professional com-description, if you have one, or your specificationpatibility with other sellers may be a legitimate fit sheet for this job. factor.3. Experience 8. RoundingDo the candidates experiences (in life and in theirSomemanagersprefertohiresellerswhohave career) suggest that this will be a strong or a weakcertain strengths that are in limited supply among fit?Itsoftenamistaketohireexperienceoverthe other sellers on their staff. We prefer that our talent, but when talent is strong, consider experi- clientshireandretainhighlytalentedindividual ence. Reference your spec sheet, and think aboutsellers.However,whenthereisagrowinglistof your tolerance for a learning curve in a candidateaccounts that are not a good fit for your current whose experience is less than ideal. sellers, then hiring a new seller who has a different range of talents, skills, and experience might be a 4. Goals smart move.Does this job place the candidate on a track aimed directly at his/her professed career focus? If not, expect less job satisfaction and a shorter tenure. The Most Important Decision5. Accounts As a manager, you will be faced with many deci-sions. The most important decisions are attached Is there a good fit between the candidates styleto people. Be sure to spend time thinking about fit and talents, and the accounts you expect the can- the next time you are adding a seller to the team. didate to develop and grow? Remember, talent is meaningless without FIT!6. ProductIsthereanyincompatibilitybetweenthecandi-datestalents,values,andtemperamentandthe product the candidate will represent? Some enthu-siasm and interest in the product will be helpful.Kurt SimaVP/Senior Consultant The Center for Sales Strategy65'