Northern Ireland (NI) is increasingly recognised as a hub for innovation and growth, but to maintain its competitive edge, businesses must attract skilled professionals who bring fresh perspectives. One untapped resource is returners – individuals (or their partners) who have gained international or non-NI experience and are now looking to return. These returners offer immense value to NI-based businesses, driving innovation, change, and new standards. 

Historically, NI has suffered from a ‘brain drain’ with many students choosing to study in GB or Ireland, never to return.  This emigration was often associated with a perceived lack of career opportunities and lower salaries than London and Dublin.  Recent data shows that almost 30% of school leavers choose to study outside of NI, although with the increasing cost of living and students being more cautious about their student loans that figure is likely to be falling.   

NI has some significant advantages in comparison to the rest of the UK & Ireland.  There are several growth industries (Tech & Cyber, Financial Services & FinTech, Life Sciences, Advanced Manufacturing & Engineering and Creative industries), NI’s unique post-Brexit advantage with dual access to UK & EU, the education system and cost of living advantages.   

Returners bring diverse perspectives shaped by their exposure to global markets, industries, and cultures. This wealth of experience fosters creativity and helps businesses approach challenges with fresh solutions. Many returners have worked in fast-paced, large-scale organisations abroad, equipping them with additional skills in innovation, strategy, and cutting-edge technologies that can be transformative for local companies. 

In addition to innovation, returners play a key role in driving change. They often introduce global best practices, elevating operational standards and encouraging businesses to adopt productivity-enhancing tools like AI or automation. Their ability to adapt quickly to evolving markets also creates a sense of agility within teams, inspiring faster decision-making and more dynamic workflows. 

Attracting returners can also help address NI’s skills shortages. These professionals bring expertise that may not be readily available locally, enhancing the talent pool and strengthening businesses across industries. Moreover, their international networks can open doors to new markets, partnerships, and export opportunities, key for NI’s growing focus on global trade. 

Supporting returners signals a commitment to diversity and inclusion. By creating flexible working arrangements or offering support for relocation, businesses can position themselves as forward-thinking employers while boosting employee retention. 

 By encouraging returners back to NI, businesses gain access to a wealth of knowledge and experience that drives innovation and growth, helping NI thrive on the global stage. 

I often must stop myself from stating the obvious but on this occasion, I’m going to go for it: Succession Planning is all about planning for the future of the business. It often includes finding the time to “think” and the time to have critical conversations with family members and high potential colleagues. 

It’s about securing the future of the business and often requires a stoic approach –“What happens if Paul wins the lottery? “Great for him but he’s now off on a around the world trip. Who’s going to do his job and make sure that everyone gets paid?”, “What happens if Orla decides to hang up her Ops Director hat and move to Goa to become a Yoga instructor?”… Okay, so that was probably a bit too specific but hopefully you get the point. 

Succession planning is all about making sure that you have a suitable plan B. 

I spoke to our Head of Human Capital Consulting, Chris Mullan and this is what he had to say: 

“Developing your internal talent and hiring for growth potential are two sides of the same coin, they are both essential for building a resilient, future proofed business. Providing investment for internal talent isn’t just about retaining them, it’s about creating a pipeline of leaders who know your business, your culture, your strategy and processes. Plus, it’s cheaper to build your own than constantly having to go to market for new talent every time you need to fill a position. 

In saying that its equally as important to your approach to external hiring. When bringing new talent into your business, its critical to look beyond the immediate role requirements and assess candidates for the ability to take the next 1-2 (possibly 3) steps in their career path. That talent who can demonstrate not only the skills for the current role but also the potential to grow into future positions ensures that futureproofing. Not only does it save money and time associated with recruiting externally it helps create a culture of opportunity which is attractive to high calibre talent.  

Utilising both strategies helps businesses become more agile and resilient. Creating a robust talent strategy will differentiate your business from others in the market and deliver a steady stream of talent that will ensure business continuity and growth.” 

In any business, it’s crucial to have a succession plan in place. If there are no internal candidates (Plan Bs) ready and able to step into the roles of key leaders (Plan As) should they leave unexpectedly, you’ll need to look externally. Being proactive about this is far better than being reactive. 

Recently, I’ve been collaborating with several business owners to bridge the gap between their stepping back and the next generation stepping up. In all these cases, there was a significant gap that needed to be filled, often spanning 10-15 years. Unfortunately, there was no one within the businesses with the desire or readiness to take on these leadership roles, necessitating an external search. 

There’s a huge benefit to taking a proactive approach to succession planning. It means that instead of having to be reactive to the unexpected and having to make a distressed purchase-style decision on hiring, you’ll be able to take your time to ensure you have the right talent within the business, developing and growing until they are ready to take the step up. 

This proactive approach not only mitigates risks but also positions the business for long-term success. 

If you’ve ever worked at a large, monolithic company—let’s call it a “SHREK company”—you know the experience comes with its own unique flavour of chaos. SHREK companies are big, loud, and often overly complicated, just like their ogre counterpart. Think endless meetings where everyone talks but no one listens, processes that require five approvals for ordering coffee, and a tech stack that feels like it was cobbled together by medieval alchemists.

Now imagine transitioning from that ogre’s swamp to a boutique search firm: small, agile, and alarmingly functional. It’s like moving from a Renaissance fair—all pomp and drama—to a chic, minimalist coffee shop where everyone knows your name and spells it correctly. Here’s what I learned from making that jump and how my time in the swamp gave me a surprising toolkit to thrive in this new world.

Lesson 1: Big Swamps Teach Big Patience

In a SHREK company, things move at the speed of molasses. A simple decision can take weeks because, “hey, let’s form a task force and put together a deck first.” That slow pace taught me patience—a skill that is, ironically, incredibly useful in the fast-paced exec search boutique world. Now, when a client changes their requirements for the third time this week, I don’t flinch. I just channel my inner swamp zen and get on with it.

Lesson 2: You Learn to Herd Cats (and Donkeys)

Big companies are full of people. LOTS of people. And they all have opinions. You’re essentially herding a mix of cats and donkeys (both metaphorically and, in some cases, literally if you count office mascots). Navigating all that taught me the fine art of persuasion, compromise, and knowing when to throw in an anecdote to lighten the mood. Turns out, those skills translate beautifully to boutique firms where matrix is not the key but relationships are and everyone’s voice carries weight.

Lesson 3: Systems Overload = Efficiency Hacks

SHREK companies love a system. No one remembers why these systems exist, but you better follow them. Working in that environment forces you to develop efficiency hacks because otherwise, you’ll drown in a sea of spreadsheets and intranet portals. When I moved to the boutique world, I brought these hacks with me. Suddenly, I was the go-to person for automating repetitive tasks or streamlining processes. Turns out, a little swamp ingenuity goes a long way.

Lesson 4: Humility is Key (But Confidence is King)

In a massive organization, you’re one tiny cog in a very big machine. It’s humbling and sometimes frustrating, but it also teaches you the importance of humility. That said, SHREK companies also toughen you up. You learn to speak up, pitch ideas, and advocate for yourself because, if you don’t, you’ll get lost in the swamp’s noise. Most importantly you work with a pool of pedigree folks whose success and resilience will rub on you.
That combination of humility and confidence has been invaluable in boutique land, where every idea counts but collaboration is king.

The Final Takeaway: Big Swamp Energy

While boutique firms are leaner and nimbler, there’s a surprising amount you can bring from the swamp. A big-picture mindset, resilience, and the ability to find humour in even the most ridiculous situations (like realizing your new office’s coffee machine has better tech than your old company’s CRM).

So, here’s to embracing both worlds: the ogre-sized lessons from the SHREK swamp and the bespoke charm of boutique life. And if you’re wondering, yes, I’ve already suggested that our next client pitch include waffles. Donkey would be proud.

How to Retain Top Talent: Strategies for Building a Loyal, Motivated Workforce

In today’s competitive job market, retaining top talent is just as crucial as attracting it—a fact well understood by Corvus People from years of collaboration with clients across Northern Ireland and the UK. Employee turnover disrupts operations, incurs recruitment and training costs, and hampers productivity. According to a 2023 Deloitte report, turnover costs can equate to up to twice an employee’s annual salary. Organisations that prioritise retention cultivate a committed, high-performing workforce that drives long-term success. Many of our clients have made talent retention a strategic priority for 2024.

This article explores actionable strategies to enhance retention, from fostering engagement to prioritising career development.

1. Cultivate a Culture of Engagement
Employee engagement—defined as the emotional commitment employees feel towards their organisation—has a proven impact on retention and performance. According to a Gallup study, businesses with highly engaged employees see 23% higher profitability and 18% lower turnover.

How to Foster Engagement:
Recognise and Reward Excellence: Publicly acknowledge achievements and milestones to ensure employees feel appreciated.
Transparent Communication: Share company goals and clarify individual roles in achieving them. Clear communication fosters trust and alignment.
Solicit and Act on Feedback: Regularly gather input through surveys and meetings, then demonstrate responsiveness to their concerns.

2. Offer Competitive Compensation and Benefits
While engagement and purpose matter, competitive pay remains a non-negotiable. A 2022 report from Glassdoor found that 67% of employees consider salary the most important factor when assessing job opportunities.

Key Areas to Focus On:
Market-Competitive Salaries: Regular benchmarking ensures pay aligns with or exceeds industry norms.
Comprehensive Benefits Packages: Include essentials like healthcare and retirement plans, alongside flexible perks to cater to diverse needs.
Non-Monetary Incentives: Flexible schedules, hybrid working, and generous holiday allowances significantly enhance job satisfaction.

3. Foster Career Growth and Development
Talented employees are ambitious by nature, and a lack of growth opportunities can prompt them to leave. A LinkedIn report revealed that 94% of employees would stay longer if companies invested in their careers.

Growth-Oriented Strategies:
Skill Development Programs: Offer training, workshops, and certifications to upskill employees.
Clear Career Pathways: Clearly outline advancement opportunities and actively support their progression.
Mentorship Programmes: Pair employees with mentors who can guide and inspire their development.

4. Build Strong Leadership
An oft-quoted axiom states, “Employees don’t leave companies; they leave managers.” Research by Forbes underscores this, citing poor leadership as a top reason for turnover.

Leadership Development Tips:
Manager Training Programmes: Equip leaders with skills to manage teams effectively, resolve conflicts, and inspire trust.
Lead by Example: Encourage managers to embody organisational values and prioritise employee well-being.
Regular Check-Ins: Managers should engage in meaningful, ongoing dialogue to understand employee challenges and aspirations.

5. Prioritise Work-Life Balance
Burnout is a leading cause of attrition. The Mental Health Foundation reports that 74% of UK adults felt overwhelmed by work-related stress in 2023.

Promoting Balance:
Flexible Work Arrangements: Enable hybrid or remote working and adaptable hours.
Encourage Time Off: Actively support employees in taking holidays and breaks to recharge.
Mental Health Support: Provide access to counselling, wellness initiatives, and a supportive workplace culture.

6. Create a Sense of Purpose
Purpose-driven organisations attract and retain passionate employees. Harvard Business Review found that employees who view their work as meaningful are three times more likely to remain in their roles.

Ways to Instil Purpose:
Align Roles with Vision: Show how individual contributions drive the organisation’s mission.
Corporate Social Responsibility: Involve employees in projects that give back to the community.
Celebrate Impact: Share stories that highlight employees’ roles in meaningful achievements.

7. Leverage Technology for Retention
Technology can streamline processes and elevate the employee experience. A PwC report indicated that 56% of workers believe technology improves workplace engagement.

Tech Solutions:
HR Analytics: Use data insights to pre-empt turnover trends.
Engagement Platforms: Tools such as surveys and gamification enhance workplace satisfaction.
Learning Management Systems: Offer accessible training and development resources.

8. Conduct Exit Interviews for Improvement Departures, while inevitable, present opportunities to learn. Structured exit interviews provide invaluable insights.

Action Steps:
Identify Trends: Look for recurring reasons behind resignations.
Act on Feedback: Implement changes to address systemic issues.
Maintain Relationships: Former employees can become advocates or even rejoin as “boomerang hires.”

Conclusion
Retaining top talent demands a comprehensive approach that blends engagement, growth opportunities, fair compensation, and strong leadership. By investing in retention, organisations not only reduce costs but also foster a thriving culture where employees flourish. Remember, a loyal workforce isn’t built overnight—it’s cultivated through consistent, meaningful effort.

When it comes to sales, success isn’t just about hitting targets; it’s about having the traits that drive results and foster growth. But what exactly distinguishes a successful salesperson from the rest?  I recently conducted a LinkedIn survey to find out, and the results are in.

Survey Results

Effective Communication (44%):

Undoubtedly, the crown jewel of successful salespeople is effective communication. The ability to articulate ideas, actively listen, and tailor messages to resonate with clients is a game-changer. In a profession where building relationships is paramount, my poll found that 44% of respondents believe that mastering the art of communication is the top trait for success.

In the territory of sales, communication is more than their ability to talk – it’s the art of persuasion, negotiation, and the ability to build genuine connections with their clients. Successful salespeople can convey their ideas with clarity, expression, and persuasiveness.

It is also important to remember that effective communication extends beyond verbal interactions; it includes active listening, empathy, and understanding. By truly tuning in to the needs and concerns of clients, sales professionals can tailor their approach, address objections, and ultimately, close deals more effectively. In essence, communication isn’t just a tool, it’s the cornerstone of building trust, growing new and existing relationships, and driving sustainable sales success.

Resilience (39%):

Sales is not for the faint-hearted, so it is no surprise that resilience emerged as the most crucial trait for39% of the participants. Resilient individuals have the fortitude to persevere in the face of adversity, bouncing back stronger from setbacks and maintaining a positive attitude amidst obstacles.

In sales, where rejection is commonplace, resilience is the bedrock upon which success is built. By building resilience, sales professionals can navigate challenges with confidence, resilience, and determination, ultimately propelling themselves towards greater heights of success.

Adaptability (11%):

While adaptability ranked third, it remains a significant factor in a salesperson’s success, as highlighted by 11% of respondents. In today’s landscape, everything evolves quickly, meaning that adaptability is no longer a luxury. Successful salespeople possess the agility to pivot strategies, embrace new technologies, and tailor their approach to meet the changing needs of clients and market dynamics.

Adaptability isn’t just about reacting to change; it’s about proactively anticipating shifts in the market, embracing innovation, and staying one step ahead of the competition.

So, what do these insights mean for sales professionals and organisations alike?

Firstly, investing in communication skills development should be a top priority. Whether through training programs, workshops, or mentorship initiatives, honing communication expertise can unlock untapped potential and drive bottom-line results.

Secondly, cultivating resilience should be ingrained in the sales culture. Encouraging a growth mindset, providing support systems, and celebrating resilience in action can empower sales teams to navigate challenges with confidence and determination.

Lastly, fostering adaptability is essential for staying ahead of the curve. Embracing innovation, encouraging experimentation, and promoting a culture of continuous learning can position sales teams for success in an ever-evolving marketplace.

The findings of this survey paint a compelling picture of the traits that define success in sales. While effective communication reigns supreme, resilience and adaptability play equally crucial roles in driving sales performance. By prioritising these key traits and investing in their development, sales professionals can unlock their full potential, drive sustainable success, and propel themselves towards unparalleled heights of achievement in the dynamic world of sales.

Written by Charlene Craig.

I often get asked how to promote Diversity and Inclusion (D&I) in the workplace. When it comes to D&I, it starts with the hiring process. And one of the main blockers to fair and accessible processes is our unconscious bias.

Unconscious bias in hiring refers to the subtle, unintentional, and automatic prejudices or preferences that individuals may hold towards certain groups of people. Unconscious biases are often based on factors such as race, gender, age, ethnicity, socioeconomic background, or other characteristics that are not relevant to a person’s ability to perform a job. These biases can manifest in various ways, including:

1. Affinity Bias: Preferring candidates who share similar backgrounds, interests, or experiences with the decision-maker.
2. Halo & Horns Effect: Allowing one positive trait or characteristic to overshadow other relevant factors, or vice versa.
3. Confirmation Bias: Tending to favour information that confirms pre-existing beliefs or stereotypes about certain groups.
4. Stereotyping: Making assumptions about individuals based on generalisations and stereotypes associated with their demographic characteristics.

So, how can you fix this? How do you implement fair, unbiased processes that encourage diversity? The answer lies in employing assessment techniques, which removes the gut feeling and guesswork from recruitment.

Benefits of using Assessments

• Assessments in hiring ensure fair and legally sound practices, supporting diversity and inclusion goals.
• They offer flexibility for unbiased evaluations in recruitment, redundancy, promotion, and leadership development.
• Role-specific competencies identified through assessments align with company standards, ensuring precise and inclusive scoring.
• Evidence-based feedback from assessments provides valuable insights for a transparent and equitable hiring process.
• Scientifically backed assessment methods eliminates reliance on biased gut feelings, ensuring accurate candidate evaluations.
• Layering & integrating various assessments establishes a comprehensive approach to reduce bias.

Effective Evaluation Methods

Assessments can come in many different shapes and sizes, but the most effective are those tailored specifically to the requirements of the role. This will ensure you are measuring what matters most and helps you identify the best person for your role. Some example assessments are:

• Work Sample Tests: Replicate job tasks for a comprehensive evaluation.
• Integrity Tests: Assess honesty, trustworthiness, and dependability.
• Conscientiousness Tests: Evaluate responsibility, organisation, and hard work.
• Structured Employment Interviews: A reliable method for assessing candidates.
• Behavioural Consistency Method: Leverage past behaviour as a predictor of future success.

Eliminating bias from your hiring process is crucial for building a workplace that values diversity and inclusion. By recognising and tackling unconscious biases with practical assessment methods, you can escape the pitfalls of favouritism and stereotyping.

If you need support creating an assessment process that meets the needs of your organisation, while ensuring fairness, get in touch with us today.

Written by Michelle Kearns.

When it comes to hiring top talent for your early career programmes, a well-designed selection process is crucial for identifying candidates who align seamlessly with the competencies essential for an organisation’s success. This process goes beyond shortlisting, prioritising professionalism, fairness, friendliness, and informativeness to place the candidate experience at the forefront.

Online Assessments

Utilising online assessments, such as Emotional Intelligence, Numerical Reasoning, Verbal Reasoning, and Inductive Reasoning, ensures a modern and efficient evaluation process. These assessments are thoughtfully designed to align with the brand, creating a seamless extension of the selection process. 

Acknowledging the diverse demographic of candidates, and incorporating an engaging and gamified approach to assessments enhances the overall experience. With a clear and straightforward marking system, these assessments rigorously evaluate a wide range of competencies, providing a robust understanding of candidates’ abilities.

Flexibility is key, especially for candidates managing academic commitments. Online assessments offer the freedom to complete evaluations at their own pace, accommodating various schedules and ensuring a user-friendly experience.

Personalised Insights into Motivations and Experiences

Interviews play a crucial role in gaining insights into candidates’ motivations and experiences. Whether conducted in person or online, these sessions involve a brief biographical interview and competency or experience-based questions, each accompanied by a scoring system.

Collaboration with stakeholders is integral to this process. Working closely to identify specific competencies and experiences ensures a targeted assessment aligned with organisational needs. Beyond the selection phase, interviews provide an opportunity to articulate the role and its intricacies to high-performing candidates.

A Holistic and Transparent Selection Journey

Early career selection goes beyond shortlisting; it’s about creating a framework that assures candidates they are making the right career move. The process is designed to yield the best shortlist, offering clarity and transparency through a distinct scoring mechanism. This ensures candidates leave with a positive experience, regardless of immediate fit, encouraging consideration for future opportunities. With a focus on clarity in feedback and a commitment to a comprehensive selection journey, organisations aim to make every candidate feel valued and informed, setting the stage for a positive employer-candidate relationship.

Written by Michelle Kearns.

When our marketing manager asked me to write a blog, I wracked my brain and thought about what people might want to hear about.

I settled on a blog on the biggest opportunities for talent attraction, assessment, and engagement in 2024. So, here goes.

Candidate Attraction

If I see another job advert talking about exciting opportunities, I might need to sit quietly in a dark corner for a few minutes.

It’s an area that needs a lot of improvement. The good news is that it’s easy to solve. Get your creative people (copywriters or marketers) involved in writing your job adverts.

Instead of telling people that it’s an exciting opportunity, tell them what makes it different. Tell them about your unique benefits or the cool projects that you work on. Talk about the positive impact that you have and the culture that you’ve built.

Ask your colleagues “Why did you accept the job offer with us?” or “What’s keeping you here?” and share the top snippets in your adverts.

Improving your job adverts is a quick win for 2024.

Candidate Assessment

Traditionally, most SMEs rely on unstructured/structured interviews to assess talent. Ambitious leaders of high-growth companies that want to start improving the accuracy of their hiring will see improving their recruitment process as a quick win – be that by improving interviewing techniques with training and the introduction of competency frameworks or by mirroring large corporates and introducing assessment centres.

As more businesses realise the benefits of becoming more selective and increasing employee engagement, they’ll see investment in the assessment of talent to be a “no brainer”.

Adding a more robust candidate assessment to your recruitment process could be a win for your talent strategy for 2024.

Employee Engagement

The UK has a problem when it comes to employee engagement. To put a figure on it, Gallup puts the UK rate at 10% vs a global average of 23%.

To put this into perspective further, the top companies globally have an average engagement rate of 72%. They also make a concerted effort to retain these highly engaged employees, allowing them to become more selective about who they bring in.

When comparing employee engagement levels, Gallup found that, versus the top quartile of business units and teams, the bottom quartile had the following differences in business outcomes:

• 81% increase in absenteeism
• 18% increase in turnover for high-turnover organisations
• 43% increase in turnover for low-turnover organisations
• 10% decrease in customer loyalty/engagement
• 18% decrease in productivity (sales)
• 23% decrease in profitability

There’s a huge opportunity for businesses to increase employee engagement in 2024 and in turn, increase their profitability.

One effective way to boost engagement is by promoting open communication channels and encouraging employees to express their ideas and concerns. Providing opportunities for professional development and growth can also enhance engagement, as employees are more likely to feel invested in their roles when they see a clear path for advancement. Recognising and rewarding employees for their hard work and achievements, whether through formal programs or simple expressions of appreciation, can significantly contribute to a positive workplace culture.

Conclusion

There are a lot of these types of blogs at this time of year making predictions on what the challenges will be.

I prefer to focus on the opportunities. If your business takes an interest in Attraction, Assessment and Engagement, they’ll all work hand-in-hand to set your business up for a stellar 2024 and beyond.

Build habits and processes that support your growth journey.

Corvus People is a consultancy that specialises in supporting businesses to Recruit, Develop & Retain high-performing talent. If you’d like help in any of the mentioned areas, we’d be happy to have a chat. Get in touch by emailing [email protected].

Written by Michael Hewitt.

A company’s success often hinges on the effectiveness of its sales and business development (BD) teams. These teams are the driving force behind revenue generation, client acquisition, and overall business growth. Assembling a high-performing sales force requires careful consideration and strategic hiring.

Given the dynamic and client-facing nature of sales roles, the interview needs to assess not only their product knowledge and sales acumen, but also their interpersonal skills, resilience, and ability to navigate challenging situations.

Effective questioning allows you to delve into a candidate’s past successes, learning experiences, and strategies for overcoming obstacles, providing valuable insights into their potential contributions to a sales team. In this context, the art of asking pertinent questions is pivotal in making informed decisions and ensuring the selection of candidates who align seamlessly with the demands of a dynamic and competitive sales environment.

In this blog, we’ll explore some simple questions you can ask during the interview stage to ensure you are recruiting the right talent for sales and BD roles.

Understanding the Candidate’s Background and Approach

Tell us about your previous experience in sales and business development.

This fundamental question provides insights into the candidate’s track record, the industries they’ve worked in, and the scale of deals they’ve handled. Look for candidates with relevant experience that aligns with your company’s products or services.

Describe a successful sale you closed. What was your approach, and what challenges did you overcome?

This question delves deeper into the candidate’s problem-solving skills and strategic thinking. It helps assess their ability to navigate challenges, negotiate effectively, and close deals successfully.

How do you research and identify potential clients or business opportunities?

A proactive and research-driven approach is crucial in sales and business development. This question evaluates the candidate’s ability to identify and pursue new business opportunities through market research and strategic planning.

Assessing Communication and Relationship-Building Skills

Can you walk us through your approach to building and maintaining client relationships?

Effective communication and relationship-building are cornerstones of successful sales and business development. Look for candidates who prioritise understanding client needs, maintaining open communication, and fostering long-term partnerships.

How do you handle objections from clients, and what strategies do you employ to turn a potential rejection into a positive outcome?

Resilience is a key trait in sales. This question assesses the candidate’s ability to handle rejection gracefully, pivot effectively, and turn challenges into opportunities.

Evaluating Strategic Thinking and Goal Orientation

What strategies do you employ to meet and exceed sales targets?

The ability to set and achieve ambitious sales targets is crucial. Look for candidates who can articulate clear strategies for goal setting, planning, and execution.

How do you prioritise your leads and opportunities to maximise efficiency?

Time management is a critical skill in sales. This question assesses the candidate’s ability to prioritise tasks, focus on high-potential opportunities, and manage their workload effectively.

Gauging Adaptability and Learning Agility

Describe a situation where you had to adapt your sales approach to a rapidly changing market or industry. 

The business landscape is dynamic, and adaptability is crucial. Look for candidates who can demonstrate flexibility, a willingness to learn, and the ability to adjust their strategies in response to market shifts.

What steps do you take to stay informed about industry trends and changes?

Continuous learning is vital in sales and business development. This question assesses the candidate’s commitment to staying informed about industry developments, market trends, and emerging opportunities.

Probing for Team Collaboration and Leadership

How do you collaborate with other departments, such as marketing or customer support, to enhance the overall customer experience?

Sales and BD don’t operate in isolation. Look for candidates who understand the importance of cross-functional collaboration and can work seamlessly with other teams to enhance the overall customer journey.

Have you ever had to lead a sales team or project? If so, how did you motivate and guide your team to success?

Leadership skills are essential for growth within a sales organisation. This question helps identify candidates who not only excel in individual contributions but also have the potential to lead and inspire a team.

Building a successful sales and BD team requires a meticulous hiring process. By asking these targeted questions during the interview stage, you can gain valuable insights into a candidate’s experience, skills, and cultural fit.

Remember, the right questions not only help you assess a candidate’s past performance but also provide a glimpse into their potential for future success within your organisation. Taking the time to identify and hire top-tier sales and business development professionals is an investment that can significantly impact your company’s bottom line and long-term success.

Written by Charlene Craig.