Latest / Sales Trajectory Podcast / Paul Fuller, CRO from Membrain.com catches up with Jason Howes on the launch of Crystal Ball Recruiting

Transcript

Paul Fuller, CRO from Membrain.com catches up with Jason Howes on the launch of Crystal Ball Recruiting · Sales Trajectory Podcast

• 0:01
  SPEAKER_00: Welcome to the Art and Science of Complex Sales, proudly presented by Membra.
• 0:06
  SPEAKER_00: This podcast is your gateway to mastering the craft of modern stone.
• 0:10
  SPEAKER_00: If you're passionate about growth, impact, and unlocking full potential, sales and revenue, you're in the right place.
• 0:18
  SPEAKER_00: So don't forget to like, subscribe, and share.
• 0:22
  SPEAKER_00: And now let's get started with today's guest.
• 0:27
  SPEAKER_00: Hey everybody, welcome to the show.
• 0:29
  SPEAKER_00: Today we are talking with a legend from Down Under, Mr.
• 0:32
  SPEAKER_00: Jason Howes, CEO of Aero Executive Sales and author of a brand new book, Crystal Ball Recruiting.
• 0:40
  SPEAKER_00: We're talking about recruiting salespeople and how you can help build a great system to make it happen.
• 0:45
  SPEAKER_00: Let's get started with Jason Howes.
• 0:48
  SPEAKER_00: Jason Howes, my brother from Down Under.
• 0:50
  SPEAKER_00: How the heck you doing?
• 0:53
  SPEAKER_01: Fantastic.
• 0:54
  SPEAKER_01: Thanks, Paul.
• 0:54
  SPEAKER_01: And uh great to see you again.
• 0:56
  SPEAKER_00: Great to see you too.
• 0:57
  SPEAKER_00: It's been too long.
• 1:00
  SPEAKER_01: Yeah is flying by.
• 1:01
  SPEAKER_01: This is one of the fastest years of my life, Paul.
• 1:04
  SPEAKER_00: Uh well, for good reason.
• 1:06
  SPEAKER_00: You got you got a big old project.
• 1:09
  SPEAKER_00: I mean, you got a number of big old projects, but you got a big project here that we're here to talk about today.
• 1:14
  SPEAKER_00: Congratulations.
• 1:15
  SPEAKER_00: You're you're birthing, you're birthing a little baby book.
• 1:19
  SPEAKER_01: I am, Paul.
• 1:20
  SPEAKER_01: Thank you very much.
• 1:21
  SPEAKER_01: Yes, started uh December 14th, 2024, when I actually had come off the back of writing a white paper and thought, I've nearly got like two or three chapters of a book here.
• 1:33
  SPEAKER_01: I may as well I should just keep going and write a book.
• 1:37
  SPEAKER_01: Little did I know, Paul.
• 1:39
  SPEAKER_01: Little did I know how difficult it was going to be.
• 1:43
  SPEAKER_01: So yeah, here we are now, 9th of December, and and uh anyway, the good news is that I am waiting on a printed copy to turn up in my mailbox, which is excited to uh do one final quick uh edit and glance over to make sure everything is right before we hit uh hit print and in volume and also uh put on deleting platforms.
• 2:08
  SPEAKER_00: This project is awesome.
• 2:09
  SPEAKER_00: Tell me a little bit about what it's about.
• 2:11
  SPEAKER_00: So let's just give the broad overview for the the listeners.
• 2:15
  SPEAKER_01: Thanks, Paul.
• 2:16
  SPEAKER_01: So the title uh actually had trouble with the title because I the original one I came up with didn't quite work.
• 2:21
  SPEAKER_01: So in the end, um the book is called Crystal Ball Recruiting, and it's because it's like looking into a crystal ball before you even interview somebody, and it's about how to attract, recruit, and retain the top 20% of sales professionals.
• 2:38
  SPEAKER_01: So I've used a lot of uh experience I've had in our own business recruiting top talent.
• 2:46
  SPEAKER_01: I've seen how much trouble leaders and sales managers are having attracting, and not only to attract, but also to effectively recruit the best performers and then to be able to retain the top 20% of performers.
• 3:01
  SPEAKER_01: And I think that recipe is what it takes to be able to build a high performance sales team that can last or you can sustain long term, because right now over 50% of hires fail, and and it's believed to be up to 75% potentially, and not only that, but the average sales tenure of a salesperson is 17 months and dropping pool.
• 3:26
  SPEAKER_01: So it's costing companies a lot of money at an investment of$200,000 per person if somebody is on the road.
• 3:36
  SPEAKER_01: So if they only last six months, there's a if you turn right, you get a$100,000 bill.
• 3:41
  SPEAKER_01: If you turn left and they last 12 months, it's a$200,000 cost to the business.
• 3:47
  SPEAKER_01: So what we've tried to do is to be able to show leaders and hiring managers that there's a better way to invest your money and to make a return on investment, which I think is one of the key areas it's been um not focused on enough in sales recruitment.
• 4:05
  SPEAKER_00: Well, you and I have talked previously as well, um, and you've dubbed this.
• 4:10
  SPEAKER_00: I think I think you call this the sales performance crisis.
• 4:14
  SPEAKER_00: So, how does that relate to the the turnover?
• 4:17
  SPEAKER_00: I can the turnover and what you just brought out.
• 4:20
  SPEAKER_00: What is this concept that you have around the sales performance crisis?
• 4:25
  SPEAKER_01: Well, it's a combination, Paul, of companies not having the systems and the process and selecting the right people.
• 4:34
  SPEAKER_01: And it's also from a salesperson's perspective of where, you know, a salesperson's reading, well, I should say again, they're not really reading the job ad specifically to see what they have to do or understanding what they have to do.
• 4:48
  SPEAKER_01: They're turning up and they're either not interested in doing what's required or they haven't been trained to do what's required.
• 4:56
  SPEAKER_01: So there's a real um, what would I call it, like a real misalignment in in what good practice looks like.
• 5:04
  SPEAKER_01: And and people are not from my perspective, sales recruitment isn't hasn't been taken serious enough.
• 5:12
  SPEAKER_01: Most people have never been taught how to do it, and most leaders don't understand how to actually make a um a return on investment.
• 5:21
  SPEAKER_01: And I think right now that there's some statistics as well.
• 5:24
  SPEAKER_01: I think it's like 60% of roles are actually misinterpreted.
• 5:28
  SPEAKER_01: So they're not actually, you know, people are turning up for a role for a job, and it's not what they expected.
• 5:36
  SPEAKER_00: 60%.
• 5:38
  SPEAKER_00: That's wild.
• 5:40
  SPEAKER_00: That is wild.
• 5:40
  SPEAKER_00: So you you're we're talking about two sides of the same coin, I think.
• 5:44
  SPEAKER_00: One is uh that you know we're not we're not empowering the reps that we do get, but on the very front side of that is we're not we're not getting the right people into the gigs uh that are open.
• 5:58
  SPEAKER_00: And so those are two things.
• 5:59
  SPEAKER_00: How get let's focus on that first.
• 6:01
  SPEAKER_00: How does sales hiring differ from like general hiring?
• 6:05
  SPEAKER_00: And and is that a big cause of this disconnect where people just they treat it like any other any other gig they're hiring for?
• 6:16
  SPEAKER_01: That's a fair call.
• 6:17
  SPEAKER_01: And and again, I'll reflect back.
• 6:20
  SPEAKER_01: Most hiring managers have never been taught how to recruit.
• 6:24
  SPEAKER_01: If you look at it from a a point of view that, yeah, you're right.
• 6:29
  SPEAKER_01: Like if you're hiring for someone to work at a counter or if you're hiring for someone to work in administration, there's a lot more to it with a salesperson because the cost is huge.
• 6:43
  SPEAKER_01: Uh sales per salespeople have become very good at interviewing because they've had a lot of practice.
• 6:49
  SPEAKER_01: But on the flip side of that, a lot of it, the responsibility has to come back to the business because they're not setting a clear path or the processes and the systems to be able to succeed.
• 7:03
  SPEAKER_01: And I think that's one of the key areas I know we've spoken about before is that a lot of companies are just expecting someone to turn up and they're going to fix all their problems.
• 7:12
  SPEAKER_01: And that is not going to happen unless you're very lucky.
• 7:16
  SPEAKER_01: Then you have to try and retain that person.
• 7:19
  SPEAKER_01: So, yeah, hiring for salespeople is very difficult.
• 7:23
  SPEAKER_01: Uh, and this is where our process comes in.
• 7:26
  SPEAKER_01: I sort of likened it a little bit to um running the hundred-meter hurdle race.
• 7:32
  SPEAKER_01: Like, I mean, you know, in the Olympics, it's a fast and furious race.
• 7:36
  SPEAKER_01: You know, if you miss one of the hurdles, it slows you down.
• 7:41
  SPEAKER_01: But there's a lot of hurdles you need to get over when recruiting for salespeople.
• 7:46
  SPEAKER_01: And unfortunately, a lot of hiring managers typically reflect to people that know someone that knows someone who's, you know, hasn't got a job and can start straight away.
• 7:58
  SPEAKER_01: And I think a lot of it does come back to the investment in recruitment.
• 8:02
  SPEAKER_01: I understand that.
• 8:03
  SPEAKER_01: A lot of people don't want to pay to recruit.
• 8:07
  SPEAKER_01: But if you look at this, is why we've written the book, is that the impact on the wrong person or the impact on your business not being set up to successfully bring someone into your business and onboard them effectively and to be able to make them or ensure that they can succeed is is very, very challenging.
• 8:28
  SPEAKER_01: So there's there's a lot of a lot of us, I'll say, because I was, you know, I've been a salesperson, I've been a sales manager.
• 8:36
  SPEAKER_01: And at the moment, there's a lot of people wearing multiple hats, they're all very busy.
• 8:42
  SPEAKER_01: Um, you know, there's a lot of pressure, there's a lot of redundancies, there's a lot of cost increases, uh, margins tight, sales have stalled.
• 8:51
  SPEAKER_01: So right now, and this is part of why I wrote the book, is that, you know, I want to see more companies succeed.
• 8:58
  SPEAKER_01: I want more companies right now, more leaders to go, you know, instead of just saying, oh, you know, we can't do any more, we've got to lay people off, why not get better people and why not grow the sales?
• 9:10
  SPEAKER_01: I mean, that's the obvious choice, isn't it?
• 9:12
  SPEAKER_01: To to grow the sales.
• 9:14
  SPEAKER_01: I think a lot of leaders have just realized it, well, they haven't realized, but I think they've got to a point where they don't think they can hire or recruit better people at the moment.
• 9:25
  SPEAKER_01: They're sort of like given up.
• 9:28
  SPEAKER_00: Well, and I think there's uh it is because there's a double whammy when you're hiring salespeople, right?
• 9:34
  SPEAKER_00: And hiring account account managers and that.
• 9:36
  SPEAKER_00: But if you hire make the wrong hire, you're not only killing opportunity cost uh for growth, uh, you're draining cash as well, right?
• 9:44
  SPEAKER_00: So you have both of those things.
• 9:45
  SPEAKER_00: So if somebody is coming in and you have the wrong one, you're uh um killing both market opportunity and you're draining you know what you have in the coffers now.
• 9:56
  SPEAKER_00: And I don't think people all the time see that as a uh as a reality.
• 10:03
  SPEAKER_00: And by not seeing that as a reality, I think some things like you talk about is they they underestimate like ramp up times and they underestimate things like being able to on board and bring somebody on.
• 10:18
  SPEAKER_00: Let's start with that one.
• 10:20
  SPEAKER_00: Just that.
• 10:21
  SPEAKER_00: How important is it and how detailed do you have to be just to simply figure out and define an effective salesperson's role?
• 10:29
  SPEAKER_00: Because not all sales is the same.
• 10:33
  SPEAKER_01: You're right, Paul.
• 10:34
  SPEAKER_01: Uh yeah, so one of our chapters is um clearly defining the role, and that is understanding the, you know, I've said this before to leaders, it's like they, you know, they'll come to us and say, I want to hire an another salesperson.
• 10:46
  SPEAKER_01: Okay, well, what happened?
• 10:48
  SPEAKER_01: You know, like some oh someone left, uh, or we had to let someone go, they weren't performing.
• 10:53
  SPEAKER_01: And then what we do is actually drill into, well, where's your business at?
• 10:57
  SPEAKER_01: I mean, are you are you winning any new accounts?
• 11:00
  SPEAKER_01: Are you are you growing?
• 11:02
  SPEAKER_01: You know, are you successfully launching any new products?
• 11:06
  SPEAKER_01: Really to understand, and I had this not long ago, you know, with a business that had four or five account managers and one left, and the automatic reaction was to recruit again.
• 11:15
  SPEAKER_01: Well, do you need them?
• 11:16
  SPEAKER_01: And just from my perspective, I couldn't see how this business actually needed another person.
• 11:22
  SPEAKER_01: I was more looking at it to, you know, maybe we should invest that money in doing work on the people you've got and your systems and your processes to make sure that they have the opportunity to succeed.
• 11:34
  SPEAKER_01: So, you know, if you are defining that role, it's like, well, what's missing from you succeeding at the moment?
• 11:42
  SPEAKER_01: You know what I mean?
• 11:43
  SPEAKER_01: So uh chapter one is assessing current team capabilities, chapter two is making a return on investment of your salespeople, chapter three is clearly defining the role, and I think that's the big area for me.
• 11:57
  SPEAKER_01: Yes, it may seem weird because potentially we are uh missing out on doing recruitment work, but for me, I'm always putting on that dual hat that no, we are a sales performance improvement company and we will help you invest your money the best way possible.
• 12:16
  SPEAKER_01: And that isn't always putting on another salesperson, and and I think that's where um I don't classify you know ourselves as a as a recruiter.
• 12:27
  SPEAKER_01: Okay, yes, we do recruitment, but it's part of what we do.
• 12:30
  SPEAKER_01: And and I think if if I was just a recruiter, I'd be like, yep, no worries, let's go put another person on, and then throw someone at you that's got industry experience and hope they last probation.
• 12:40
  SPEAKER_01: So so yeah, no, right now, definitely uh assessing what you've got, what's working, what's not working, and what you require to move that needle and to be able to start to get things going.
• 12:55
  SPEAKER_00: That's great.
• 12:55
  SPEAKER_00: So, and then let's go back then.
• 12:58
  SPEAKER_00: So I jumped a couple steps to defining a role, but what is what is key in that in that role then?
• 13:04
  SPEAKER_00: So you resessed your team, you're finding your holes, you're really taking a second look at that, I think before you ever start getting some help doing that is good.
• 13:13
  SPEAKER_00: What are different parts of a role component for you that is kind of like whittling down the best people out there?
• 13:21
  SPEAKER_01: Well, I think that's uh the the key for us is before you go looking is to is to have a very clear understanding of what's required for the business.
• 13:30
  SPEAKER_01: And that is, is it an account management role, is it a hybrid role, is it a BDM role, is it a product management uh position?
• 13:39
  SPEAKER_01: Because yeah, you really need to understand, you know, what your PD looks like as well.
• 13:45
  SPEAKER_01: Like, so if you're going to go to markets, it's like, well, what is the position description and what is this person looking to do?
• 13:52
  SPEAKER_01: Because if you're going to try and open the gate, I'd say, to attracting from a and hiring from a wider talent pool, well, then you need to understand what you're looking for.
• 14:03
  SPEAKER_01: And this is where a lot of companies are really struggling at the moment.
• 14:06
  SPEAKER_01: There it's the number one step is trying to attract more people to apply.
• 14:11
  SPEAKER_01: And and you need to make sure that you know, if you are looking at from a role-specific point of view, you know, who are they, you know, who's the who's the business dealing with?
• 14:22
  SPEAKER_01: Uh, where' where where are the sales at right now?
• 14:24
  SPEAKER_01: And if you need to grow, well then you need to make sure you're going out and looking for the right person.
• 14:29
  SPEAKER_01: The next step might be you want to be promoting right from the get-go the right behaviors and expectations that this role requires.
• 14:37
  SPEAKER_01: So, you know, if it is a hunting role, well then you want to be being very specific about that and also the analytics and the leading KPIs that are required to do that role effectively, because yeah, you don't want there's plenty of account managers out there, as you know, but from a business development professional perspective, there's a lot of people that don't want to do that role.
• 15:00
  SPEAKER_01: If you look at it, you know, in the book we go through 10 key questions about what defines the role for success, and then we lead into certain areas of you know what's expected from that person each day.
• 15:12
  SPEAKER_01: You know, are they seeing just existing customers and how many calls they're going to be doing, how many booked meetings they're supposed to be doing?
• 15:20
  SPEAKER_01: And and again, I think, you know, in in the book you'll find there's there's some um templates and things to help companies develop leading KPIs to make sure that you're really ensuring straight away that you know things like C ARM and and automation will be used as well to support the salespeople throughout their um selling process.
• 15:42
  SPEAKER_00: So I had one guy tell me once that all you gotta do is go out and just find somebody that's got the personality.
• 15:48
  SPEAKER_00: And I did I I I was selling uh doing sales as a service.
• 15:54
  SPEAKER_00: Uh I I had a sales and service company for a long time, and but one of our clients um sold alarm systems.
• 16:02
  SPEAKER_00: And uh he was like, Man, the only thing you need, the only thing you need, the reason I built this business is you just go out there and you find the person that's got the personality.
• 16:11
  SPEAKER_00: They're the ones that are gonna make it, they're the ones that are just gonna come through and be able to be able to talk the socks off of anybody.
• 16:18
  SPEAKER_00: And um I can't tell you how much I disagreed with him, but like so much.
• 16:24
  SPEAKER_00: But there's so much more uh in what you're discussing than that.
• 16:29
  SPEAKER_00: It's it's not the right person, but you're actually trying to dissuade uh potential and you're not trying to necessarily just attract, you're trying to get rid of people through this process as well and dissuade them from ever applying by saying, Here's the frickin' hard work you gotta do.
• 16:47
  SPEAKER_00: Like And if you're not good at it, don't come.
• 16:51
  SPEAKER_01: Oh, look, even you know, when we get to interviewing stage, you know, we'll ask those tough questions, you know, in in this position you've applied for, it's probably 80% new business development.
• 17:01
  SPEAKER_01: You know, are you prepared to do that on a daily basis?
• 17:06
  SPEAKER_01: You know, and clear it up straight away.
• 17:08
  SPEAKER_01: Because I mean, one of the biggest challenges you've got at the moment is you've got um a lot of people don't even read a job advert, no matter what you put in there.
• 17:20
  SPEAKER_01: All they'll do is look at the key areas they're interested in and they'll apply for it.
• 17:24
  SPEAKER_01: And I think that's the the key point of really defining the role.
• 17:28
  SPEAKER_01: So when you are going through the recruiting process, and and you know, we use leading assessment tools and and and and our process covers off a lot of hurdles that they have to jump over to get through.
• 17:42
  SPEAKER_01: But you really, you know, you've got to ensure that you're covering the key aspects of what's required to hire top talent.
• 17:51
  SPEAKER_01: I mean, and and that's where we're heading at the moment is that you know, we're guaranteeing that we're gonna bring the best people to the table.
• 17:59
  SPEAKER_00: You're coming into a sales organization, uh, you know, the the CEO likes a certain type of person or a salesperson or the VP of sales likes a certain type.
• 18:10
  SPEAKER_00: How do you how do you get bias out of the equation?
• 18:15
  SPEAKER_00: Like, how do you get away from that CEO that's like, man, you just gotta hire based on personality.
• 18:20
  SPEAKER_00: That's what we need.
• 18:21
  SPEAKER_00: That's we just need somebody that's go out and and uh you know make people smile.
• 18:26
  SPEAKER_00: Um, how do you help them resist that bias?
• 18:30
  SPEAKER_01: Well, I think the first thing, Paul, is as you know, is that most people don't even uh realize that bias exists.
• 18:38
  SPEAKER_01: So you know in Crystal Ball Recruiting, chapter six is removing bias from hiring.
• 18:43
  SPEAKER_01: It's actually trying to um get our clients or get readers to understand that there is bias and and what's causing that and how it can in fact affect their hiring decisions.
• 18:56
  SPEAKER_01: So it is very important to remove the bias.
• 19:00
  SPEAKER_01: Uh, if you look at certain things, when we're working um in recruitment, uh we're you know, we're a proud objective management group partner in Australia, and that's at the start of our pro basically when everyone applies, if they've got sales experience, irrespective of whether it's industry-related experience, we will put them through the assessment.
• 19:22
  SPEAKER_01: Then we rely on on um the sales candidate assessment to come back and say, yes, this person's recommended, they meet the criteria for the group and the company we're hiring for, or maybe they're a little bit questionable, but they might be worthwhile progressing, they've just missed out in a few areas, or they're not recommended.
• 19:41
  SPEAKER_01: So the start of our hiring process, there's no bias.
• 19:45
  SPEAKER_01: We don't know who they are, uh, how old they are, where they live, uh, whether they're male or female, uh, or whatever it is.
• 19:53
  SPEAKER_01: So that's and even if we do shortlist somebody, we still don't know if we call them up for a say a five or ten-minute phone call to understand more about them, to see if they should progress through.
• 20:05
  SPEAKER_01: We still don't know.
• 20:06
  SPEAKER_01: Yes, we get to hear what they look like, but we don't get to see what they're like, they look like.
• 20:10
  SPEAKER_01: Again, it's not really until we get to the video interview stage we actually see the person.
• 20:15
  SPEAKER_01: So we're we're removing the bias, we're giving everyone a fair chance of uh applying for the role and moving through the position because, yeah, we we all do have our our own bias, and a lot of people, even myself as a hiring manager, I didn't realize.
• 20:31
  SPEAKER_01: Uh, and and it does have a very big effect because you, you know, I've got some pretty cool images as well that was uh done by this very creative lady here, International Um Illustrator, and there's some really cool images showing some examples of what bias looks like and and how we need to be able to remove those or remove that from when we're recruiting, otherwise we end up hiring everybody like ourselves.
• 20:56
  SPEAKER_01: You know, you can sit in a meeting and everyone's talking the same way, you know, they're and or they're they look similar or they've got similar backgrounds, and and that pr it can be a real challenge because I've been a sales leader where we've been in a strategic session and I'm sort of looking around and I'm like, okay, you know, I want some in I want some input from the team.
• 21:19
  SPEAKER_01: I you know, okay, what do you guys think?
• 21:21
  SPEAKER_01: You know, you've got any ideas, let's let's have a good strategy session.
• 21:25
  SPEAKER_01: And there was nothing.
• 21:26
  SPEAKER_01: And I'm sitting there going, Okay, this is this is a problem, you know, like I've hired too many people to same.
• 21:34
  SPEAKER_01: And I think now what I love about how we do this is that we're bringing in a lot more, you know, people now into our industry that have got, you know, broader experience, or they've got a degree in marketing or business or management or or whatever it is, or they've had their own business in the past and they've learned, you know, having your own business, you do learn a lot of things that people don't get to learn.
• 21:57
  SPEAKER_01: So we're it's definitely a a very important chapter.
• 22:00
  SPEAKER_01: uh in the book and something that I'm really interested in um seeing how you know readers can uh can leverage off that nice so uh just as a general statement with this uh you said something that was interesting there do you favor hiring just for based on you know assessing capabilities and that or do you favor based on industry experience or do you have uh it does it depend on the company it's a fair question uh I always go looking for the best person for the job so I'll try and look at what the business needs uh and what they're asking for but I also uh it's a bit like a lucky lucky dip really I don't know whether you have that overseas you know as you're a kid you used to go and pay a couple of bucks and put your hand in and you know sometimes you you you you advertise and you can get somebody really good other times it's you know it it it's a struggle so uh I do tend to again I think because our process has so many hurdles to get over that if someone sort of you know someone hits a hurdle and they knock it over I'm like okay you know maybe this person's not a good fit or if they've hit two or three they're obviously out straight away so you know I think it it does depend.
• 23:20
  SPEAKER_01: I don't hire just for industry experience and that's where 90% of our clients get in trouble and I understand that because I've been there.
• 23:30
  SPEAKER_01: I had a situation recently where um you know one of our clients is like hey someone's reached out I know the person uh and we're like okay well let's put them through the process and we put them through the process and they came back in the bottom 30% of salespeople.
• 23:47
  SPEAKER_01: So you know typically this person could have been hired um but we've presented candidates that are in the top 30 or top 20% so there's that big gap and yeah I give I I'd take salesability and uh someone that's motivated to do what's outside the comfort zone to win new business over somebody that's got just product or industry experience any day.
• 24:12
  SPEAKER_01: All right all right well um let's let's jump to one final thing here because once we get them on board how do you bring them on board in a way and how do you recommend that people bring sales reps on board in a way that uh sets the stage for retaining and sets the stage for success and long term I know that's a a big open question um but what are some of the basics there that you talk about Paul uh as you would appreciate onboarding is the most underestimated and undervalued part of uh bringing on a new salesperson uh unfortunately a lot of people are set up to fail most people are too busy to onboard they've never been taught how to onboard there's no process it's a little bit like Halloween actually I say and some of the uh things in the chapter will shock you uh but it does say that you know 40% uh research shows that 40% of sales executives have left sales jobs you know due to poor onboarding or training and see yeah I think that number I mentioned before was actually 70% of new hires say the job was misrepresented to them.
• 25:22
  SPEAKER_01: So I think you know a lot of it has to do with um the fact that everybody's so busy.
• 25:28
  SPEAKER_01: Onboarding doesn't seem to be a priority for us of and we've looked at best practice as well.
• 25:34
  SPEAKER_01: So in the book you'll get to see examples of you know what a 30 60 90 day onboarding process looks like uh because it's critical and I mean I think there's a lot of areas a lot of hurdles you can you can knock over on the way through and and some of the stories we've heard are terrible it's like you know throwing a set of a set of keys and see you later and you know and sometimes not even getting a not even getting a customer list sometimes and and it's like and it's difficult for us as a as a recruiter as well or hiring people because I mean we're supposed to guarantee the people we recruit but there's so many restrictions on the ability for that person to succeed.
• 26:15
  SPEAKER_01: It's it's basically the traditional methods of recruiting and then relying on the company to onboard effectively is over.
• 26:24
  SPEAKER_01: And I think that's why now I wrote the that's why I wrote the book that's why we work with clients because there's much more to it than just doing those few things and that's where I think the sales turnover and tenure is all going wrong because again it's like flipping a coin you know 5050 is it going to work or not?
• 26:44
  SPEAKER_01: We're actually getting to a situation now and I'm just about to release some new options in our recruitment but we're gonna move to a 12 month guarantee.
• 26:53
  SPEAKER_01: Oh wow so you are confident absolutely confident in this yeah so if you if you follow the process follow the systems do everything that's recommended in in crystalball recruiting if we that that means that we will help you to on board we will have coaching sessions with the candidates and our priority is for you to make a return on investment we're that confident but again the business has to be serious they have to they have to look at this as an investment in their future again because what we're doing here you know is going to save you money and make you money not cost you money and I think it's it's up it's time for leaders sales managers HR hiring managers to take this seriously things have to change you can't we can't keep doing what we're doing it's not working.
• 27:44
  SPEAKER_00: All right well from down under directly to your ears Mr.
• 27:48
  SPEAKER_01: Jason Howes is preaching the truth crystal ball recruiting is the book uh we will I believe have a link to it upon release of the podcast so that's fantastic uh Jason unless there's any massive edits you'd need to make in the last thing but I'm excited for you to be holding that up uh pushing it in front of or getting it in front of people and uh sharing your workout with anybody everybody any final thoughts for the podcast look Paul it's always great to catch up with you and talk sales I mean we could do it for hours I think again you know my passion is is helping companies hire with with more science and more you know predictability that someone's going to succeed so the book is written you know for for leaders and hiring managers it's probably a four-hour investment of your time it will be available um to to uh purchase through amazon and leading uh online retailers as well so definitely yeah we'll have that link for you for you shortly but I do really hope that this can make a change in in how we how we recruit in the future because something has to change and I and I mean from a candidate's perspective as well like you know someone should be able to take a take a new job be excited and turn up for what they're expecting to get not to be turning up and and just having a you know a really poor culture or the job's been sold to them that that doesn't exist.
• 29:13
  SPEAKER_01: So it's up to everyone here to to invest in this to um to make it a better outcome as it should be.
• 29:20
  SPEAKER_01: It should be exciting to get a new job and to hire someone new.
• 29:24
  SPEAKER_00: Men let's go.
• 29:25
  SPEAKER_00: All right everybody check out Jason Howes on LinkedIn Aero Executive Sales and his new book Crystal Ball Recruiting it's gonna be a banger.
• 29:33
  SPEAKER_00: Keep shining bright and have an amazing amazing day.
• 29:36
  SPEAKER_00: We'll talk to you soon