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. MIND Your BuisnessCast a wide net and make sure not to cannibalizea particular source or firm, or rely on one placefor new hires.“You should ask who some of the key playersare and find out who you can get on your team ifyou have an opening,” says Bill Donahue, directorof human resources at United Stationers. “Waitinguntil an opening occurs before finding out who thetalent is can be a big mistake.”When you do place an ad on an online jobboard, a thoughtful and complete descriptionis vital, especially with today’s crowded market.Clearly indicate responsibilities, and educationaland experience requirements; it’s never beeneasier to fire off a résumé and fill out a job application,which can be a boon and burden for employers.Include a well-considered application as partof the submission process, since it allows you toglean more about candidates than you would froma résumé, and digs deeper into achievementsand disposition. Note the availability of relocationassistance, since that will affect the talent pool, andcommunicate the company’s brand, so potentialsalespeople understand the benefits of working foran independent company.“Spend quality time writing the job description,”says Donahue. “Many people don’t and itmuddies the water. Put exactly what you want inthe job specifications.”The Long ConversationNarrowing down your list of candidates is the simplestep. The interview process requires a lot moreExpansion TeamWhat You Can Gain From Added Sales Power (average return)focus because the potential hire isn’t the only onewho needs to make a good impression. Properlystructuring an interview, which includes drillingdeep into a list of prepared questions and elicitingdetailed responses, enables you to see differentsides of a candidate, especially if you don’t passjudgment midway through the conversation.“It’s a two-way street,” says Donahue. “You’re sellingthe idea that this is a great place to work for theright reasons and showing a vested interest in theindividual. I’ve seen the best candidates go downthe drain because of a poor interview process.”If resellers properly position themselves anddo their homework, they’ll be able to present theirown sales pitch to new hires.“We’re a fast growing, competitive industry,”says Barnette. “If you’re a reseller, you should havethat attitude: The reason someone should buy frommy company is the same reason they should workfor me.” O|LOne Rep Two Reps Three RepsSales Year 1 $230,000 $460,000 $690,000Sales Year 2 $480,000 $960,000 $1,440,000Sales Year 3 $600,000 $1,200,000 $1,800,000Sales Year 4 $680,000 $1,360,000 $2,040,000Sales Year 5 $750,000 $1,500,000 $2,250,000If you’re areseller, youshould have thatattitude: Thereason someoneshould buy frommy company isthe same reasonthey shouldwork for me.—Phil Barnette,manager of UnitedDealer TrainingOFF CE39L NE