Qualified Remodeler Magazine

AUG 2016

Qualified Remodeler helps independent remodeling firms to survive, become more professional and more profitable by providing must-have business information, namely best business practices, new product information and timely design ideas.

Issue link: https://qualifiedremodeler.epubxp.com/i/715119

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interviewer to determine if the applicant has behavior adaptable to the job role. Through abundant research and case histo- ry study, we have narrowed down those indi- vidual profiles that have been most adaptable to the role of selling. Moreover, it indicates which of these appear the most adaptive to short cycle selling. QR: How does someone who has little or no knowledge of profiling find out more on the subject? DAVE: I will, as I did for those responding to the earlier article, email you readers who request it a copy of a 35-page readout on the behavioral profile without charge or obliga- tion — and judge for yourself. If you have this information prior to an interview, how much better you will be at defining the applicant's adaptability to selling remodeling projects in the home. QR: How does a contractor look past the initial meeting when an applicant for the position often displays only their best behavior? DAVE: Two things to remember: First, it is difficult to be objective and like most deci- sions. Hiring a salesperson requires some analysis. Secondly, this is the purpose of a profile. It enables you to uncover informa- tion, which in turn will enable you to ask questions specific and theoretic, which will help you determine the three things that go with all hiring. They are: 1) Can they do the job? 2) Will they do the job? 3) Do they fit the operational model and business plan? QR: When a remodeler is seeking more than just an estimator and does a search for a salesperson, do they look more for industry experience or more for right atti- tude when hiring? DAVE: Industry experience is helpful, al- though we do suggest you avoid hiring from your competitors. You may end up inheriting practices, habits and methods that are not in the best interest of your company, which in the beginning you might overlook because you believe their past sales history in your industry is helpful. Successful hiring programs take industry experience into consideration, but it is not the major factor. Many times, it is the prevailing attitude you uncover during a face-to-face interview. This then can be verified by ques- tions, which are developed as an aftermath of profiling. QR: I noticed your reference to behavioral profiling in June's article. Is this some sort of testing? DAVE: On the contrary. This profile is not a test. There is no pass; no fail. It is a descriptive instrument that enables management to gain insights and information which might otherwise be overlooked, then conduct a more effective interview. If the applicant is hired, it becomes a guideline for training and management, as well as a learning tool for both the applicant and management. The profile is not a clinical instrument. Its intent is to describe behavior along selected dimensions. Analyzed correctly, it aids the If you perceive someone as a "smooth talker" or "very perceptive," further analy- sis via hiring instruments may determine these behavior or character practices are a cover up for inefficiency. Don't try to be an armchair psychologist. Utilize tough ques- tions during a face-to-face interview, such as: a) What makes you think you can do this job? You've never done this specific kind of work before. b) You indicated in your past employment that you weren't able to do your best with your former employer. What makes you think you would be any different if you work for us? QR: How does someone determine if a sales applicant is or was as successful as they said they were? DAVE: There are several ways. The most powerful is, if you interview the same person more than once before you make a decision, ask them to bring in their W2 earning record for the past three years. If you get strong vibes from your telephone interview and follow this up with only one interview, re- quest they bring in those W2's for the first interview. There are also "breakdown" questions, such as: How many sales did you make last year and what was the average amount of the sale? How many appointments were you given? What percentage of those could you get in to see the people? What percentage did you present to and didn't sell? In your market, were your products and services more expensive than what percentage of the competition? n Determine the three things that go with all hiring. They are: 1) Can they do the job? 2) Will they do the job? 3) Do they fit the operational model and business plan? Dave Yoho is the president of the oldest (since 1962), largest and the most successful small busi- ness consulting company specializing in the home improvement industry. His company employs a staff of consulting experts who specialize in advising companies on how to become more profitable in their business. His company sponsors a series of ongoing educational programs in the form of webinars and seminars at hipsummit.com. His recorded materials are sold throughout the U.S. and several foreign countries. For more information, visit daveyoho.com. QualifiedRemodeler.com QR August 2016 | SPECIAL SECTION: HOME IMPROVEMENT PRO 79

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