SDR Compensation

Sales Development Representative Compensation Guide

On-target earnings (OTE) are a great way to motivate Sales Development Reps (SDRs). This policy will help them perform better and generate more sales-qualified leads. If their base salary and variable pay depend on performance, they’ll work hard to meet their goals.

You must consider several factors for a sales compensation plan to be effective. Failing to do so risks demotivating or depressing your SDRs—which could hurt profits and employee retention.

However, when done right, SDRs can become productive and motivated and create more sales opportunities.

But what goes into effective commission plans? What should you consider when developing yours? In this post, we’ll look at these questions in more detail and give you the steps you’ll need to follow to build your company’s sales development compensation plan.

What makes commission plans effective? What should yours include?

Here are some ideas.

SDR Compensation plan

Why Have a Sales Development Compensation Plan?

Before discussing how to create a sales development compensation plan, let’s review why you would want one to begin with. These are the main benefits of having a well-thought-out sales compensation plan.

  • Incentivizes SDRs
  • Increased transparency
  • More structure
  • Easier planning and budgeting

Now that we understand why let’s look at the how.

Building an Effective SDR Compensation Plan

Some of the following steps may vary based on your specific needs. Some businesses may not need all the steps, while others may need more.

Determine On-Target Earnings

On-target earnings (OTE) are an SDR’s annual base salary plus on-target commissions (OTC). Consider national, local, and regional average SDR OTE. Glassdoor and PayScale can help you calculate an accurate price estimate.

From there, you can adjust the OTE based on the following factors:

  • Experience
  • Job complexity
  • Product
  • Benefits gained
  • Employee Attrition rate
sales recruiting agency

Decide Upon Pay Mix

Pay mix is an SDR’s base salary to variable pay ratio. This reflects the risk of earning the OTE. For instance, some SDRs could perceive a 40/60 base salary/commission pay mix as too risky.

If your base salary is too low, SDR motivation and company performance will suffer. If your base salary is too high, your SDRs won’t gain if they hit their goals. Keeping SDRs productive requires the right pay mix. Like OTE, you can check national, regional, and local averages to compare prices. In the Tech and SaaS world, we find that 65 – 75% base is fairly common.

Measuring SDR Performance

After determining OTE and pay mix, decide how to measure SDRs’ performance. On what metric will your quotas be based? Finally, focus on revenue-generating activities for these metrics.

Focusing on a metric like call volume emphasizes quantity over quality. For example, an SDR can make 50 calls per day without generating a single sales opportunity. Therefore, it’s better to use a metric tied to quality, such as sales qualified prospects (SQO) and sales qualified leads (SQL).

Setting Quotas

As an example of setting quotes, we’ll look at the SQO metric.

SDRs, on average, usually generate seven SQOs per month or about one every three working days. You can set quotas and adjust as necessary from this average, depending on your company.

When setting quotas, ensure they’re realistic. According to research, 68% of SDRs meet their quotas. With that in mind, you should aim for an achievable quota between 60 and 70% of your SDRs.

Sales Development Representative Compensation

Thresholds and Accelerators

Using thresholds and accelerators can improve SDR performance. They can recognize high-achievers and motivate low-performers.

Thresholds are minimum performance levels below which an SDR does not earn any commission. Typically, this threshold would fall between 40 and 50%.

On the other hand, Accelerators motivate SDRs by increasing commission rates once they meet their quota. Say an SDR’s quota is nine SQLs per month, and they’re paid 70/30. With accelerators, you can increase the commission for high performers. 

Establishing a Performance Period

After tackling the above tasks, determine the period over which you’ll measure SDR performance. SDRs can achieve results faster than sales reps whose commissions depend on closed sales. Usually, this will be monthly, with commissions calculated at the end of the month.

Testing Your Compensation Plan

After planning, you can execute. But it’s a good idea to test your plan before implementing it on SDRs. This will show you how well it works and if you missed any issues when developing the compensation plan.

Use historical data to test your plan’s parameters. If historical data is not available, try using hypothetical SDRs. After getting the results, you should be able to determine if your pay is competitive and sustainable.

tech sales jobs

The One-Size-Fits-All Problem

In short, one size does not fit all.

As good an idea is to research what other companies are doing and paying, copying them may not work well. Instead, it would help to consider individual factors such as your business’s size, market maturity, product maturity, and customer segmentation.

More importantly, as your sales teams and company mature, you should be prepared to tweak your SDR compensation plan to keep ahead of the game.

A Plan In Action

Depending on the scale of your business and the number of SDRs you have, you may find it challenging to keep up on all the calculations at first. That’s why it’s essential to have your plan laid out in advance, tested, and adjusted where necessary.

The result should be a satisfied SDR crew who are motivated to work on developing your sales and who feel encouraged by upper management.

If you need help assembling a sales team that fits with your compensation plan, let Rainmakers help! Start browsing for applicants now!

Salespeople get a negative reputation for “only caring about money.”  I am sure that most of you have heard this and many probably believe it.  In fact, this doesn’t seem like a controversial statement at all.

Let’s look at the data and see if this is true

As a reminder, Rainmakers is the leading software and community for hiring SaaS sales professionals like Account Executives and Sales Development Reps.  We have collected data from thousands of candidates working across thousands of companies in tech.

Entry-level Account Executives and Sales Development Reps

When we look at salespeople earlier in their sales career, like SDR’s and Junior AE’s, we do see a demand for higher salaries.  On average salespeople with a base salary from $40k-$70k are looking for a pay increase of ~$15K in their next role.  While this may seem like a lot, these are generally people that are earlier in their career and hungrier. They likely don’t have a lot of savings and are looking to level up in their careers.  Many of these folks are looking to be promoted from an SDR to an AE, which also naturally comes with a pay increase.  On the hiring side, this is why it can be challenging to hire “experienced SDR’s” with only a small increase in comp.  These salespeople are looking to take their career to the next level. (Side note- if you do need to hire experienced SDR’s, message me as Rainmakers has helped a lot of companies here).

Mid-level reps

Looking at salespeople in the $70k-$80k base range, they are looking for an ~$8k pay bump.  These are still reps earlier in their career and they are looking to continue to move up.

However, once we get beyond that comp level, things start to change.  When we look at reps with a $80k-$140k base, these reps are only looking for on average a ~$3k bump.  This is pretty insignificant at these levels – only a 3% or less increase in base. 

Enterprise salespeople

And let’s take a look at reps at the next level.  Reps making +$140k are actually open to DECREASES in base and this decrease increases as their base increases.  So these are the top, highest paid reps and they “don’t care about money?”

When we actually look into the data, we will see that salespeople don’t only care about money.  When salespeople are younger and earlier in their career, building their life, learning, of course they want to get promoted and earn more.  And the ones that continue to progress deserve that too, as they are generating significant value for their companies.  *Remember that salespeople are what is driving the majority of revenue at most SaaS companies.* Most people in all industries, earlier in their career would be looking to make more money. This is not something unique to salespeople.

But once salespeople get to a mid-level and higher, money becomes significantly less important.  These people may be looking for a small bump, of course people like to feel wanted and appreciated.  But really other factors are more important than just the cash.  Experienced salespeople are not looking to change jobs just to make $3k more. 

Once salespeople are at the higher levels of comp, salespeople are legitimately open to make less money.   Why would they want to switch jobs and make the same or less money?  

Changing the narrative

Let’s change the narrative and start spreading the truth about salespeople. Salespeople aren’t just hired guns that only care about money. Salespeople care about product, culture, team, growth, and much more.  They want to find where they and their skills fit best and where they can contribute strongly to their teams and companies.


Sean Sheppard is one of the founders of Growth X, is a venture capital fund that helps companies optimize for personalization, not automation. As a serial entrepreneur with over 25 years of experience, he’s seen a thing of two that can help your business make more sales when launching a new product as a startup.

Our conversation with Sean will be focusing on the strategy around selling a new product and will help answer questions like:

  • What is the role of sales when bringing a new product to market?
  • What startups need to think about when setting up a new sales distribution channel?
  • What are the SPIN and BANT methods?

What do early stage teams need to think about when setting up a sales force?

Its important to keep your sales force lean, with no more than 1-2 people. You can’t expect to throw a bunch of resources at something and assume it will generate sales and move the needle. The 1-2 hand selected people, who Sean also refer to as “cheif learning officers,” need to be responsible for figuring out where their product fits in the market, what channel it is sold through and what the messaging is. This also includes deciding what data should be collected to build use cases for specific markets.

Because the early sales roles require a specific strategy and specific experience, the first mistake you should avoid is giving an existing sales force a new product that they don’t have background of selling. While it may seem appealing at the moment, it will have a double negative effect on sales: It sets up the new product up for failure since it doesn’t have the right salespeople, and it will hurt the existing sales of other products since you are taking resources away from them. Sean recommends finding someone who has experience in the particular vertical who can hit the ground running and hinder the sales of other products or services.

Early stage DNA

Your startup sales team should possess what Sean describes as the “Early Stage DNA,” meaning by nature certain types of people are more suited for the startup environment and structure.

One attribute ideal startup salespeople have is that they’re able to embrace ambiguity. they can take nothing and turn it into something. Often times this takes someone who is in it for more than just comission, but instead the “mission” of the company. They see the long term sales potential and will identify new channels and methods without much direction.

The right salesperson should also be able to communicate well across functions (product, marketing, supply, operations, etc.). They are able to identify and build the right internal relationships, and ultimatley bring all of those people together.

Closing

“Closing is not a skill, its a byproduct of being fully emerged in trying to  find the fit in trying to give someone they want and demonstrating value around the way. its not a tactic or a trick or manipulation.”

Customers don’t have “objections.” They have  concerns. And it’s the job of the salesperson to identify and resolve any and all concerns as soon as possible. You don’t want to waste everyone’s time by going through this process just to have one issue derail the deal when it could have been addressed earlier on.

Typically the more expensive a product is the more people will be involved in the decision making process, and Sean goes on to share his breakdown of the different types of decision makers and stakeholders you will meet.

Buyer “Types”

As your new salesperson enters the market with your product, they are going to encounter a combination of four buyer types. Being able to identify which “type” someone is will shape the way they navigate the interaction.

1. Economic buyers
Look at things from a numbers perspective with dollars and cents. they live in spreadsheets, etc. they own the budget and justify the allocation of the budget

2. User buyers
The ones who use the product or manager the process your solving. they feel the pain points and understand the benefits of your product

3. Technical buyers
They don’t have the power to say yes but they have the power to say no if they have technical objections to your product. these people usually are the ones who need things like case studies or testimonials. they need to be identified early on to get past any hurdles that may come up later on.

4. The Champion or Coach
Someone who has already used the product and understand its benefits. You want to turn the technical buyer into the champion.

On average you will speak with 7 stakeholders throughout the sales process, and if you aren’t familiar with the SPIN framework or the BANT process, it’s something you and your team should practice:

The SPIN framework

Focus on the beginning of the sale, not the end.

We use the SPIN framework to identify what the problem is and how it can be solved. The steps are:

Situation – Identify the job, the scenario, the background.

Problem – Find out what problems are associated with the job and how can your business can solve them

Implication – Ask what the implication of the problem is. How big of a deal is it, and how do you quantify it?

Need – How would your role be different in a measurable way if you made a change and is the need to make that change great enough for you to do something about it now.

These questions need to be answered throughout your conversations with the prospect customer overtime. A mistake many people make is they assume a prospect has a certain probelm when they don’t. Their problems aren’t real unless they actually say it in their conversations with you.

The BANT method

The BANT method is used to detmine if someone has the ability to do business with you, and follows the below guideline:

Budget – Can they pay for it?

Authority – Do they have the authority to do something with you and make a decision?

Need – Is there a need? This is the most important aspect. If there isn’t a need, nothing else matters.

Timing – Does the timing line up with your initial market milestone? Over a period of time you need to be able to get x amount of money back. If the customer doesn’t have the time to meet your initial market milestone, don’t force the sale and wait until the time is right and accept that they are not a fit at the moment but keep the door open for them to be a fit in the future.

Finally, the last thing you do is demo your product or service, not the first thing. Sean explains that while providing a demo might seem attention grabbing and flashy up front, it’s more efficient to determine need, key concerns, and the overall fit before going into details like a demo.


Connect with Sean Sheppard on LinkedIn

Visit GrowthX.com and sign up for the GX Academy

For more information on Rainmakers, visit rainmakers.co

———-This is a repost from my Sales Hiring article that was published in the Acceleprise blog————-

Now more than ever, business organizations need buyer-focused sales professionals who possess the character and the competencies to deliver high value to both the customers they serve and the companies they work for.

In a highly competitive talent market, the process of finding, hiring, and keeping these high-performing sellers can be quite challenging.

Sure, technology can help heat up your metrics, but it will only go so far. Talent is the only thing that can sell your brand at the end of the day and will determine the difference between sales organizations that are well-positioned to win the future and those that struggle just to survive the challenges of the present.

As customer centricity, account-based selling, and artificial intelligence redraw the contours of business, talent will become more crucial to keeping pipelines full, flowing, and fruitful. If your organization lacks the will to attract, recruit, and retain excellent sales professionals, then you are just exerting futile efforts at postponing failure to a later date.

After all, only sales professionals with the right skills and mindset can drive meaningful conversations with prospects and orchestrate the outcomes customers expect. Today’s consumers — especially in the B2B space — are empowered buyers looking for trustworthy consultants who can help them achieve success. They are not keen on taking cold calls from desperate sellers who primarily engage people just to make a sale and meet quotas.

Why is it so hard to find good sales reps?

Forward-looking enterprises often implement aggressive recruitment and retention strategies for top sales talent. These enterprises already deploy many excellent professionals on their sales floor. Given the emerging business realities, these highly competitive companies simply couldn’t afford not to.

For one thing, businesses improve profitability by as much as 30% when they hire top-notch candidates, according to a Gallup poll. In the B2B space, moreover, corporate clients have nearly unlimited access to information about alternative products, and virtually nothing prevents them from brand-hopping at will. If your sellers lack the skills at building effective solutions and at keeping these solutions relevant throughout the customer lifecycle, then closing deals and reducing customer churn will both be very difficult. Which, as you well know, leads to diluted revenue, profit margins, and morale.

Hiring anyone just to fill the vacuum wouldn’t do, either. In fact, poor hires cost a lot more in direct and collateral damage than not hiring in the first place. A bad hire causes your team to lose a substantial amount of time, money, and energy, with some estimates placing financial loss at hundreds of thousands to millions of dollars per year just for one bad hiring decision.

Meanwhile, the challenges of selling as a field also cause most people to shun sales as a career option, even compelling a significant number of practitioners to shift their line of work. Either effect further trims the number of competent sales professionals in the market.

Best channels to find good sales reps

If your organization plans to recruit the best sellers, there are a few places you would want to check out.

Start with your personal network

Your social and professional network covers your family and friends as well as acquaintances from grade school, the fitness club, and the workplace. Your network will likely include a number of competent sales practitioners, professionals who enjoy working with people, or individuals who are good at articulating value and convincing others to view things from a particular perspective. You can reach out to these people and probe whether some are open to working in a sales organization with you.

  • Pros: Reconnecting with people you already know could be fun and won’t take as much effort.
  • Cons: The process of identifying competent sales professionals or individuals with high potential in sales would be informal at best and largely dependent on your hunch/intuition. Overpromising on the benefits may also cause a strain in otherwise friendly relationships.
  • Tips: Don’t overlook your alumni association from high school and college, as well as the business associations and social clubs you’ve joined in the past. Also consider sales professionals who have reached out to you regarding business matters. If they’ve managed to make you sign a subscription, perhaps they’ll be good at selling your product as well.

Ask for referrals and recommendations

If gleaning potential sales superstars from your network doesn’t work as planned, you can always request for referrals. Just like you, your friend or acquaintance knows somebody who works as a high-flying real estate agent or someone who has an uncanny ability at persuading people. Unless you have other options with higher odds of success, referred candidates would be worth checking out.

  • Pros:  Building new relationships is easier when you have common reference points: in these case, your mutual contact and your shared interest in selling.
  • Cons: The competency or potential of the recommended individual depends on how the referrer defines what a “good seller” is.
  • Tips: Remember to request for updated contact information and as much detail about the person as possible. Also, getting referrals from acquaintances who work as recruiters or sales leaders would be doubly valuable since you can assume these recommendations have been vetted more professionally.

Optimize events and meetups

Industry events such as seminars, trade shows, workshops, and conferences are premium opportunities for relationship building. They’re also great for sniffing out and assessing potential hires.

  • Pros: Social events that relate to your industry help narrow the talent pool to those who are highly relevant to your business.
  • Cons: Most attendees would already be connected to other companies and brands. However, the vast majority of them are also likely to be looking for better career opportunities, according to HubSpot.
  • Tips: Tread lightly and be subtle. Limit yourself to building connections if your new prospect does not send positive signals that he or she is looking for a new employer. It’s not good to antagonize other industry players and be tagged as a “talent poacher.” Also, hang-out in places where executives and sellers usually go. There might be opportunities of discovering eager talent once in a while.

Squeeze LinkedIn dry

The planet’s largest professional network is perhaps the best place to build a shortlist of potential sales hires. The site’s powerful search functions can help you find qualified (but often presently employed) sellers in your particular market niche. You can also post job ads and reach thousands of professionals who meet your standards and qualifications.

  • Pros: LinkedIn is purposely designed for businesses, professionals, and everything in between. It is a vast marketplace of ideas, products, and talent.
  • Cons: Applying to job postings over LinkedIn is so easy your recruitment campaign might be swamped with applications too quickly for you to catch up and effectively select candidates who meet your requirements.
  • Tips: Require additional information, a portfolio if appropriate, and a cover letter. These will help you get more pertinent information on top of what’s already available in candidates’ account profiles. Moreover, these will help you gauge whether a particular candidate is really interested in your posting (i.e., less interested candidates will not bother to submit additional requirements). Having said that, be wary also of desperate job hunters who’ll do anything to get an interview.

Explore other social media sites

If you need an entire brigade to fill your sales floor, then you can go beyond LinkedIn to other social media networks such as Facebook, Instagram, SnapChat, and Quora. Hundreds of millions of people visit these networks regularly to communicate their message and join conversations that matter to them.

  • Pros: It’s free. You can start with your online social network and expand the search from there. There are also communities — especially on Instagram and Facebook — that could be very relevant to your business. Moreover, any sales candidate gleaned from these networks can arguably be considered “social media savvy,” a desired trait for new generations of sellers.
  • Cons: There are a lot of noise on social media that will make your search hazy. You can easily get distracted and lose precious time navigating random distractions.
  • Tips: You can use market research to target specific demographics you are envisioning for your salesforce. Millennials and younger workers, for example, tend to use Instagram and SnapChat more while highly knowledgeable and opinionated professionals follow conversations on Quora.

Conduct campus recruitment

Leverage the good relationships you’ve built at your alma mater. For open internships at your sales organization, your old campus may just be the hunting ground you need. Go beyond your college to other academic institutions in the area if you need to create a larger talent pool.

  • Pros: College students and new grads are generally eager to enter the workplace. They are more flexible and trainable compared to candidates who have been in the job market for a while.
  • Cons: It may take tons of training to get young talent truly prepared for the tough world of selling.
  • Tips: Look for the right attitude, motivation, and behavior.

Traditional sales recruiters, headhunters, and job sites

Job sites such as Monster, Glassdoor, and Indeed.com provide the online interfaces that connect recruiters with job applicants. Like LinkedIn and specialist career marketplaces, job recruiting sites offer the best success rates for your staffing needs.

  • Pros: You get straightforward recruiting services. You also gain insightful job market data such as median salaries for specific positions, industry, and locations.
  • Cons: Getting the best results might entail costs. You will also be competing with similar recruiters targeting the same subset of applicants on the site.
  • Tips: Streamline and clarify your job posting. Make it stand out from the posts of rival recruiters. Use site features such as Glassdoor’s employer reviews to gather worker sentiment and find professionals who might be “open” to trying out other employers.

Fine-tune your search via career marketplaces

Online career marketplaces such as Rainmakers attract the best employers and the top practitioners in a specific field. When these parties meet, excellence happens.

  • Pros: Sales-oriented career marketplaces like Rainmakers already screen candidates for different sales roles and allow only highly competent practitioners to join its marketplace. Talent profiles are generally more in-depth than their accounts on LinkedIn, saving recruiters precious research time when hiring salespeople.
  • Cons: Top-notch services usually come with a price tag.
  • Tips: Use special features such as Rainmakers’ sales performance history to better assess a candidate’s credentials.

Online vs Offline?

Staffing your sales organization can take the offline or online route, or both. Depending on the situation, you can get the best of online and offline recruitment to benefit the final makeup of your sales team. So, make the best of in-person meet-ups during events and conferences. But don’t forget to put your best foot forward when hunting for talent online.

Some final tips and tactics

Sales recruitment is not only a challenging task, but one whose impact can create a powerful chain reaction far down the road. If you’ve hired the right people, then expect positive outcomes to pop up here and there. But if you enable bad candidates to come on board, the damage in terms of time, money, and morale can be devastating. Zappos CEO Tony Hsieh once claimed that bad hires cost the company $100 million.

So take sales recruitment seriously. Hire specifically for the task you need done but never discount character and motivation. Technical skills should always go hand-on-hand with attitude. For experienced roles, consider the candidate’s professional selling history, relevant training, and certifications.

Don’t settle for less. Do your homework as a diligent recruiter and the rest will follow. Remember, nothing else can move your business further than highly motivated talent.

Sales Hiring Process

In the early stages of a fast-growing startup, the founder handles much, if not all, of the process behind interviewing and hiring. First, the founder has the vision for where they want the company to go and who they need to bring on board to reach that goal. Then, through trial and error, they find what works best when interviewing and hiring and how to build on that vision for the future.

As the startup grows, the founder takes on more executive-only tasks like fundraising, opening new offices, and board meetings. Leadership or HR will now need to take over the process of formal interviews when this transition occurs.

This is where a hiring retrospective comes into play. It will be a guideline or SOP (Standard Operating Procedure) for the new hiring manager to follow. This can include steps, checklists, and observations that helped the founder grow the employee base.

The goal of the retrospective is to help the new hiring team understand what has and hasn’t worked in the past and keep the interviewing and selection process consistent, no matter who is hiring. If done right, the long-term value of a retrospective will show through a more efficient and effective hiring process that onboard the best possible candidates.

Some best practices for facilitating a hiring retrospective agenda are:

  1. First, meet with Leadership and HR to discuss open positions and the applications received for the job.
  2. Take detailed notes on any insight provided by Leadership or HR about who they liked and didn’t like among the candidate pools.
  3. Keep adding to and refining the retrospective as time progresses to include new aspects of the business or new positions.
  4. Review the retrospective with new Leadership or HR team members.
how to hire sales people

How to Build a Hiring Retrospective Study

You should be as thorough as possible when building and documenting the ideal hiring process. The new hiring manager should be able to read everything and clearly understand what to look for and think. Here are some steps to go through when building the outline for the retrospective:

Hold hiring retrospective meetings with department leaders and stakeholders to get input from each about what makes effective employees for their teams. These discussions should be held early on, as soon as the founder thinks of passing some of the hiring duties on to other Leadership or HR team members.

For example, Imagine you are hiring a new sales director and have whittled down the candidate pool to the top 10 applicants. Your meeting about who to hire should include a CRO or VP of Sales (sometimes both), the CEO (you), the Head of HR/Talent/People, and any other relevant team members you find appropriate.

Start the conversation with the purpose of the position, the goals the business wants to achieve once the position is filled, and what the most critical attribute is for a candidate to have.

Have everyone review the available resources that the candidate provided (resumes, video interviews, websites, etc.). Next, go around the room and review the top candidate that everyone liked first. Then, allow them a few minutes to explain what they liked about the candidate and why they think they would be a good fit for the role.

Ask questions like:

What did you like about this candidates background?

How did the candidate handle the interview questions?

Do you see the candidate bringing value to the business?

Once the best candidates have been reviewed, please go over the remaining candidates and have everyone explain why they weren’t their first choice.

Ask questions like:

What makes you think this candidate isn’t ready for the position?

Were there any red flags about this candidate?

Would you hire them if our first and second choice didn’t accept the position?

what is the sales interview process like

Ensure everyone provides input on all the candidates they interacted with to get the most well-rounded opinion from the discussion. Then, when the final 1-2 candidates are chosen, the hiring decision can be handed over to the CEO for final approval.

Once a final decision has been made, send a follow-up email to everyone who participated in the meeting, thanking them for their feedback. In addition, encourage them to communicate any afterthoughts, revelations, or ideas that come to mind even after a decision has been made.

All insight gained from discussions like these should be added to the broader hiring retrospective. In addition, this should be an ongoing conversation as more positions open within the company.

Create a personality profile with the key attributes of the team members who are successful in the position. Include examples of qualities the perfect employee would have to fit the cultural and technical aspects of the company. For example, here is a great one this company uses to define Successful CHRO:

Record relevant information about candidates who were both hired and turned down. Please write down their qualities and backgrounds and why they were or weren’t a good fit.

Questions you can ask yourself:

Were there concerns about their experience?

What makes the candidate a good fit for the company?

Were there any observations about their personality?

Make a checklist with the qualities relevant to a candidate’s success at the company. Examples include specific experience needed for the job, educational requirements, and personality traits.

Examples of checklist items:

  • Educational background requirements
  • Required technical certifications
  • What they liked/dislike about past jobs
  • What are their professional goals are

Track the length of employment for those who were hired. Record their performance reviews and provide insight into why specific patterns may occur.

Make a formal handbook or SOP that leadership or HR can be trained on that includes the information, insight, and best practices on hiring. Here is an example of what a hiring process SOP looks like. Have leadership or HR continue building on the hiring retrospective as needed with new data or observations.

Common takeaways from a retrospective include:

  • Where to focus recruiting efforts

Where do most of the highest-performing employees come from?

  • Repeating themes that reveal typical pros and cons of a candidate

What do the different groups of candidates have in common, and what makes them unique?

  • What experience is needed before interviewing

Can the candidate be trained on something they don’t have experience in, or is that experience necessary before coming on board?

  • A feel for the right personality traits that top candidates share. Certain personality traits that you are looking for in salespeople differ from operational support? Use this

Lastly, remember not to let any biased opinions you might have affected the hiring retrospective. Try to be as objective as possible when reviewing facts about a position and the candidates.

contact rainmakers

Conclusion

Documenting the hiring process and turning it into a retrospective will be an invaluable resource for the new leadership or HR team responsible for hiring. The main goal should be for the new administration or HR team member to be able to read the hiring retrospective and thoroughly understand the interviewing and hiring strategy put forth by the founder. As a result, they can now continue growing the employee base effectively.

If you’d like to create a timeline for hiring effective salespeople, here is an example of step by step:

Effective Hiring Timeline

Day 1: Meet with the team

Who: Leadership / Founder / Hiring Manager

Meet with leadership, founders, and hiring managers to decide on the job’s needs, titles, budgets, and which outlets will be promoted.

Day 2: Develop the job descriptions and add the open position to the company website.

Who: Leadership or Hiring Manager

Create a clear job description, including the needed requirements and capabilities.

Day 3: Create an image for social media posts, post the job to LinkedIn, etc.

Who: Social media team / Hiring Manager

Share the image, job description, and a link to apply on the company’s LinkedIn page. Remember to tag any stakeholders in the post. For ideas on images to create, check Canva.com and Google “we’re hiring images” for inspiration.

Day 4: Create a profile on the sales-specific hiring platform Rainmakers. co

Who: Founder or Leadership or Hiring Manager

Where: https://www.rainmakers.co/employers/

Add your company and develop your candidate needs. Batches of candidates will be delivered every Monday.

Day 5/First Monday after creating Rainmakers profile: Review candidates in Rainmakers

Who: Leadership or Hiring Manager

Look through the candidates interested in the position through Rainmakers.co. Since batches are delivered each Monday, there will be a consistent flow of applicants through the platform.

Day 6: Create jobs on relevant general job boards

Who: Team Leads / Hiring Manager

If you don’t find a suitable candidate after the first week on Rainmakers, you can post on general job boards like LinkedIn Jobs, Indeed, and Monster.

Day 9 – Day 20 Review resumes.

Who: Leadership or Hiring Manager

First, eliminate any applicants who, without a doubt, don’t fit the profile of the candidate you are looking for. Then, depending on the resumes you receive, you can go through them individually or use a screening tool to help narrow down the pool.

**If the position has not been filled:

Day 12: Review the next batch of applicants through Rainmakers.co

Who: Leadership or Hiring Manager

Review the second batch of candidates through the Rainmakers platform if the position has not been filled yet.

**If the position has not been filled:

Day 19: Review the next batch of applicants through Rainmakers.co

Who: Leadership or Hiring Manager

Review the third batch of candidates through the Rainmakers platform if the position has not been filled yet.

Day 21: Reach out to top resumes for a phone interview

Who: Leadership or Hiring Manager

After the first batch of resumes has been reviewed and narrowed down, you can begin contacting for phone interviews. The first phone interview can be relatively brief, 10-15 minutes, and can be viewed as a second screening device.

Day 22: Schedule face-to-face interviews

Who: Leadership or Hiring Manager

You can begin reaching out to schedule a face-to-face interview for the candidates who did well throughout the phone interview. It is recommended that the discussion itself should be held in a neutral space within the building, such as a conference room, not your office. Your questions should focus on the candidate’s experience related to the job requirements.

Day 23: Use a predictive assessment tool

Who: Hiring Manager

You may use a predictive assessment survey to determine the candidate’s current and future work skills.

Day 24: Schedule a second face-to-face interview

Who: Leadership or Hiring Manager

The second in-person interview can be used to answer any questions, clear up discrepancies, and sell the candidate for the position. This can also broadly explain what the compensation package would look like should they come on board.

Day 24 Continued: Job Shadow

Who: Leadership & Employees

While the candidate is in the office, it is an excellent time to have them shadow an employee for 30 minutes. Allow them to taste what the day-to-day aspects of the job are like and see their feedback on the experience.

**If the position has not been filled:

Day 26: Review the next batch of applicants through Rainmakers.co

Who: Leadership or Hiring Manager

Review the fourth batch of candidates through the Rainmakers platform if the position has not been filled yet.

Day 26: Check their references

Who: Hiring Manager

Call the candidate’s references and ask them about their experience and capabilities that relate directly to the job.

Day 27: Sending out a job offer

Who: Hiring Manager

If the right candidate makes it through the whole process and you and your team believe they would be the right fit for the company, send out a job offer. But, again, make important details like compensation, schedule, and benefits clear and unambiguous.

Day 28: Remove the open job listing

Who: Hiring Manager

If the candidate accepts the job offer, remove the open job listings from all relevant websites and job boards. Congratulations on your new hire.

Source: https://www.ecsellinstitute.com/steps-in-the-recruitment-and-selection-process

Your company is in need of a salesperson, but not just any salesperson, you need a rockstar. So how do you go about hiring a top inside salesperson?

First, determine your needs

It’s important to meet with your team to determine what to look for in a candidate. Think about your needs. You may need someone with specific sales experience in your industry/vertical, or maybe you just want someone with key affiliations or networks that your business can tap into. Opening these questions up to your team will shape the vision for your ideal candidate.

Come up with an offer

What type of competitive package can you put together to attract the right talent? Don’t just consider compensation, but also bonuses, benefits, and additional perks. It’s all about the complete package when winning over top salespeople who may be considering others from multiple companies.

• Compensation – The base salary, which does not include commission or bonuses. This can be considered a “base” for a sales person to build their annual salary off of.

• Bonuses – This can include annual bonuses, spot bonuses, or milestone bonuses. Bonuses can be used as both an incentive for performance and as an effective way to show thanks for hard working employees.

• Benefits – This can include healthcare, paid time off, retirement savings plans, and maternity/paternity leave. Often times benefits are a competitive aspect of the overall job offer.

• Setting on-track earnings expectations – This is what a salesperson can expect their final annual earnings to be, rolling together both their salary and their commission potential. This shows them what is possible if they are on track with, or exceed, expectations.

• Additional perks – Working remotely, wellness programs, training opportunities, and volunteer-time-off are all attractive perks for a potential candidate to consider. These can be viewed as “icing on the cake” to all of the above.

Start with your personal network. Reach out to colleagues and other business leaders in your network to let them know about your needs and see if they know anybody who would fit the role. Look through your Linkedin and Facebook contacts to refresh your memory of possible people to reach out to, and don’t forget to ask your team to keep the open position in mind while looking at their own networks.

Action Plan:

Here is an easy action plan that utilizes your network to get things rolling:

1. Start making a list of the best salespeople you know, even if you know they aren’t available for hire.  Go through your LinkedIn and Facebook connections to make sure you don’t miss anybody.

2. Reach out and schedule lunch or dinner with them to talk about the opportunity

3. Ask the question – “Would you consider joining us?

4. Follow up with the next question – “If you did join us, which salespeople would you most want to bring on board too?”

5. Ask for an introduction to the salespeople they refer.

6. Repeat steps 2 – 5 with those who were referred.

7. Repeat steps 1 – 6 until a hire is made.

Hype it up online by posting about the job on LinkedIn and any other company social media accounts with exciting verbiage about the opportunity and an eye-catching image. If possible, promote the announcement so it reaches a larger, more specific audience, and be sure to emphasize the exciting opportunities for growth and success for whoever gets the new sales role.

Post the job to a localized and specialized platform that focuses on your industry/vertical, such as BuiltIn or Rainmakers. Specialized platforms like these filter out many of the unqualified candidates that clog up traditional mass-hiring platforms. For example, Rainmakers specializes in finding jobs for established, top-tier salespeople who are looking to make their next big move. Depending on your needs, there are additional resources like Stack Overflow Jobs, the monthly Hacker News “Who is Hiring” thread, and AngelList.

  • BuiltIn (NYC/SF/Chicago…) BuiltIn is an online community for startups in the tech hubs of Austin, Boston, Chicago, Colorado, Los Angeles, NYC, and Seattle.
  • Rainmakers (NYC/SF…) Rainmakers specializes in connecting high-performing salespeople with companies that need people with proven sales results

  • Glassdoor Glassdoor is a platform that hosts millions of jobs and includes information on salary and anonymous company reviews.

You or your internal recruiters can cold outreach by searching on LinkedIn for possible candidates and reaching out through a message on LinkedIn and through email. Remember to only contact individuals through their personal emails and not their company emails to avoid being blocked. If a recruiter is doing the outreach it’s important that they know the qualities to look for in your ideal candidate before initiating contact. While it may take longer to find a good candidate through cold outreach, it’s a good practice to keep up while your other plans are in motion. – Add about not calling

Get local with membership groups and meetups

LinkedIn Local – LinkedIn Local is a global platform for organizing and attending networking events, roundtable discussions, and workshops in cities near you.

Modern Sales Pro – Modern Sales Pro (MSP) hosts regular in-person and online events focused around sales techniques and best practices for salespeople and businesses. This event in May of 2019 focused on growing a large sales organization while still being nimble.

SalesAssembly.com – Sales Assembly helps tech/SaaS companies sale by providing resources, tools, and a peer based community that hosts regular events and workshops In a recent event called “Amplifying the Top of the Sales Funnel,” they discussed strategies for amplifying initial interest from potential customers.

Victorylap.io – Victory Lap is a talent platform for sales professionals that links them up with the companies that need them. They also specialize in helping companies train and retain top sales talent.

Meetup.com

Start a Meetup group and schedule a recruiting event. Meetups are easy to organize and can bring out good local talent for face-to-face introductory conversations. Search for examples of Sales Meetups on Meetup.com to get ideas on locations and event itineraries. You may also consider hosting “lunch and learn” events focused on salespeople and growing a successful career based on sales to attract candidates.

Examples:

  1. https://www.meetup.com/smallbusinesstech/
  2. https://www.meetup.com/Tech-Sales-and-Pre-Sales-Professionals-in-the-Bay-Area/
  3. https://www.meetup.com/Bay-Area-Tech-Startup-Networking-Training-Events/

Conclusion

Hiring the right salesperson can be tough, but there are many useful and creative ways to find who you are looking for. Leveraging your network, using strategic digital platforms, and hosting events are all possible ways to help you spend time on the right types of candidates and lead to your new top inside salesperson coming on board!


Sales has quickly become the #1 hiring priority among tech companies, and the market is more competitive than ever. Not only is it more challenging to find and attract salespeople, but also to retain them.

Come and join your peers and top industry experts as we discuss strategies to keep up with the ever-changing sales hiring and recruiting market. The goal is for all of us to walk away with actionable insights on how to improve (or build) our own processes.

Some of the topics we’ll be covering:

  • Inbound pipeline – employer branding and creative ways to bring the candidates to you
  • Sourcing – tools and methodologies for finding and contacting those hard-to-reach candidates
  • Retaining – best practices for making your company the right environment for the salespeople you hire
  • Diversity – how to find and attract diverse sales candidates, and create an environment of inclusion

If sales hiring is a priority, you won’t want to miss this.

This event is exclusively for internal recruiting teams and internal talent and HR leadership. Please, no third party / agency recruiters!

When: June 13, 2019 – Thursday.  6:00pm – 8:30pmWhen – 6-7pm, but advertise for earlierSetup: 4:30pm – 5pm

Where: 181 2nd Street – Main Lounge

Why: Sales recruiting is a challenge. Let’s help each other.



About the speakers:

Jessica Bent:

https://www.linkedin.com/in/jessicarbent/

Jessica Bent currently works in the San Francisco Bay Area as a Recruiter for Crunchbase, a platform for finding information about private and public businesses. She revamped Crunchbase’s hiring processes company wide, created a referral program resulting in 20% more referrals within the first two quarters, and is responsible for developing onboarding processes to mentor and train new hires.

Jessica’s received her Bachelor of Arts degree from San Francisco State University and her former roles include being a Recruiter for Wish, an HR/Admin Associate for Foreo, and a Benefits Administrator for Restoration Hardware.


Luke Baseda:

https://www.linkedin.com/in/lbeseda/


Luke Baseda is the VP of Talent for Lightspeed Venture Partners, an early-state venture capital firm located in Menlo Park, CA that focuses on accelerating innovations and trends in the Enterprise and Consumer sectors. Lightspeed has helped build over 300 companies including Nutanix, AppDynamics, MuleSoft, and The Honest Company.

Luke recived his Bachelor of Arts degree from Syracuse University and his prior roles include Head of Recruiting for Flurry, Inc. and Head of Talent Acquisition at Nextag.com/WizeCommerce.


Gordon Lewis:

https://www.linkedin.com/in/gordon-lewis-4624691a/

Gordon Lewis is the Head of Talent & Recruiting at Scout RFP in San Francisco, CA. Scout RFP is a sourcing and supplier engagement platform used to streamline procurement processes for SaaS companies.

Gordon’s former roles include being an Advisory Board Member for Rainmakers.co, Talent Staffing Consultant for TapInfluence, and Interm Head of Talent for LendUp. He attended the University of California, Berkeley.


Mario Espindola:

https://www.linkedin.com/in/marioespindola/

Mario Espindola is the Head of Recruiting and Talent for BuildingConnected in San Francisco, CA. Mario has developed several company wide talent programs including referral programs, health/wellness programs, and company performance management.

Mario received his Bachelor of Arts degree from California State University-Chico and his prior roles include Advisor for PeopleTech Partners, Advisor for Rainmakers.co, and Consultant – Talent for Connery Consulting.

About Rainmakers:

Rainmakers is the data-driven sales hiring platform. The coolest tech companies utilize Rainmakers to hire top, diverse sales talent including Crunchbase, Affirm, Algolia, JFrog, BuildingConnected, and Scout RFP.

So if you’re looking to build or scale your sales team, and want to connect directly with pre-screened candidates, come and chat with a member of our team or email us directly at mike.fossi@rainmakers.co Attracting top sales talent.


Your company is in need of a salesperson, but not just any salesperson, you need a rockstar. So how do you go about hiring a top inside salesperson?

First, determine your needs

It’s important to meet with your team to determine what to look for in a candidate. Think about your needs. You may need someone with specific sales experience in your industry/vertical, or maybe you just want someone with key affiliations or networks that your business can tap into. Opening these questions up to your team will shape the vision for your ideal candidate.

Come up with an offer

What type of competitive package can you put together to attract the right talent? Don’t just consider compensation, but also bonuses, benefits, and additional perks. It’s all about the complete package when winning over top salespeople who may be considering others from multiple companies.

• Compensation – The base salary, which does not include commission or bonuses. This can be considered a “base” for a sales person to build their annual salary off of.

• Bonuses – This can include annual bonuses, spot bonuses, or milestone bonuses. Bonuses can be used as both an incentive for performance and as an effective way to show thanks for hard working employees.

• Benefits – This can include healthcare, paid time off, retirement savings plans, and maternity/paternity leave. Often times benefits are a competitive aspect of the overall job offer.

• Setting on-track earnings expectations – This is what a salesperson can expect their final annual earnings to be, rolling together both their salary and their commission potential. This shows them what is possible if they are on track with, or exceed, expectations.

• Additional perks – Working remotely, wellness programs, training opportunities, and volunteer-time-off are all attractive perks for a potential candidate to consider. These can be viewed as “icing on the cake” to all of the above.

Start the Search

Start with your personal network. Reach out to colleagues and other business leaders in your network to let them know about your needs and see if they know anybody who would fit the role. Look through your Linkedin and Facebook contacts to refresh your memory of possible people to reach out to, and don’t forget to ask your team to keep the open position in mind while looking at their own networks.

Action Plan:

Here is an easy action plan that utilizes your network to get things rolling:

1. Start making a list of the best salespeople you know, even if you know they aren’t available for hire.  Go through your LinkedIn and Facebook connections to make sure you don’t miss anybody.

2. Reach out and schedule lunch or dinner with them to talk about the opportunity

3. Ask the question – “Would you consider joining us?

4. Follow up with the next question – “If you did join us, which salespeople would you most want to bring on board too?”

5. Ask for an introduction to the salespeople they refer.

6. Repeat steps 2 – 5 with those who were referred.

7. Repeat steps 1 – 6 until a hire is made.

Hype it up online by posting about the job on LinkedIn and any other company social media accounts with exciting verbiage about the opportunity and an eye-catching image. If possible, promote the announcement so it reaches a larger, more specific audience, and be sure to emphasize the exciting opportunities for growth and success for whoever gets the new sales role.

Post the job to a localized and specialized platform that focuses on your industry/vertical, such as BuiltIn or Rainmakers. Specialized platforms like these filter out many of the unqualified candidates that clog up traditional mass-hiring platforms. For example, Rainmakers specializes in finding jobs for established, top-tier salespeople who are looking to make their next big move. Depending on your needs, there are additional resources like Stack Overflow Jobs, the monthly Hacker News “Who is Hiring” thread, and AngelList.

  • BuiltIn (NYC/SF/Chicago…) BuiltIn is an online community for startups in the tech hubs of Austin, Boston, Chicago, Colorado, Los Angeles, NYC, and Seattle.
  • Rainmakers (NYC/SF…) Rainmakers specializes in connecting high-performing salespeople with companies that need people with proven sales results

  • Glassdoor Glassdoor is a platform that hosts millions of jobs and includes information on salary and anonymous company reviews.

You or your internal recruiters can cold outreach by searching on LinkedIn for possible candidates and reaching out through a message on LinkedIn and through email. Remember to only contact individuals through their personal emails and not their company emails to avoid being blocked. If a recruiter is doing the outreach it’s important that they know the qualities to look for in your ideal candidate before initiating contact. While it may take longer to find a good candidate through cold outreach, it’s a good practice to keep up while your other plans are in motion.

Get local with membership groups and meetups

LinkedIn Local – LinkedIn Local is a global platform for organizing and attending networking events, roundtable discussions, and workshops in cities near you.

Modern Sales Pro – Modern Sales Pro (MSP) hosts regular in-person and online events focused around sales techniques and best practices for salespeople and businesses. This event in May of 2019 focused on growing a large sales organization while still being nimble.

SalesAssembly.com – Sales Assembly helps tech/SaaS companies sale by providing resources, tools, and a peer based community that hosts regular events and workshops In a recent event called “Amplifying the Top of the Sales Funnel,” they discussed strategies for amplifying initial interest from potential customers.

Victorylap.io – Victory Lap is a talent platform for sales professionals that links them up with the companies that need them. They also specialize in helping companies train and retain top sales talent.

Meetup.com

Start a Meetup group and schedule a recruiting event. Meetups are easy to organize and can bring out good local talent for face-to-face introductory conversations. Search for examples of Sales Meetups on Meetup.com to get ideas on locations and event itineraries. You may also consider hosting “lunch and learn” events focused on salespeople and growing a successful career based on sales to attract candidates.

Examples:

  1. https://www.meetup.com/smallbusinesstech/
  2. https://www.meetup.com/Tech-Sales-and-Pre-Sales-Professionals-in-the-Bay-Area/
  3. https://www.meetup.com/Bay-Area-Tech-Startup-Networking-Training-Events/

Conclusion

Hiring the right salesperson can be tough, but there are many useful and creative ways to find who you are looking for. Leveraging your network, using strategic digital platforms, and hosting events are all possible ways to help you spend time on the right types of candidates and lead to your new top inside salesperson coming on board!

 

Best Tech Companies For Salespeople

 
Tech has consistently provided high-paying jobs and security for many programmers and engineers. But what about sales?

For all the software constantly being developed, salespeople are needed to deliver these products to customers. Due to the growth of tech, the demand for sales has increased dramatically. Most people don’t realize how many lucrative sales positions are available.

According to Glassdoor, in 2019, tech companies had a median pay of $80,000 for sales jobs on the corporate level. However, those who think income is too low considering that a successful salesperson will earn much more because of the nature of commissions and bonuses.

Two of the biggest cities for tech sales, San Francisco and San Jose, made more than 5,000 corporate sales jobs available.

Break the Bank: 20 Tech Companies Offering High Salaries

tech company salespeople salaries

Below is our list of tech companies with the highest Pay based on their median compensation:

1. SAP SE

Base Salary: $110,000
Commission: $100,000
Total Pay: $235,000

Topping our list is the industry leader SAP SE. Their enterprise application software helps businesses and organizations process large amounts of data relatively cheaply. Their main headquarters is located in Germany. Their North American offices are located in Newtown Square, Pa.

2. Cisco Systems Inc. 

Base Salary: $93,000
Commission: $100,000
Total Pay: $211,000

Tech giant Cisco designs manufactures, and sells networking equipment. As the San Jose, Calif.-based company looks to “navigate several fundamental technology transitions, including cloud computing, mobility and the internet of everything,” it is generally moving away from being a hardware provider toward higher growth areas such as cloud computing and offering software-defined networking.

3. CA Inc.

Base Salary: $110,000
Commission: $100,000
Total Pay: $210,000

The information tech management powerhouse CA Technologies is still relevant despite declining demand. There haven’t been any significant moves to adapt, yet they are still dominant in their salaries in sales. This could signal a greater need for talent in the sales department or reward the department’s constant success. CA Inc is a massive name in the industry and will continue to hold a powerful part of the market despite its age.

Critics have noted that its core business is focused on a declining mainframe business. Still, it participates in “rapidly growing software markets,” such as Cloud Management, DevOps, IT Business Management, and Security.

best recruiting agency for salespeople

4. EMC Corp.

Base Salary: $100,000
Commission: $100,000
Total Pay: $200,000

Hopkinton, Massachusetts headquarters of the EMC Corp, specializes in large-scale data storage systems and software for businesses and corporations. Like CA Inc, their older hardware is losing demand in the market. However, large companies understand the need to provide innovations, and that’s precisely what they’re trying to do.

Last week EMC agreed to sell a controlling stake in its Syncplicity business to investment firm Skyview Capital. Syncplicity competes with Dropbox and Box (BOX) by helping companies “sync and share data files both on their premises and in external cloud data centers,” The Journal said.

5. Symantec Corp.

Base Salary: $102,500
Commission: $76,250
Total Pay: $197,500

Symantec, specializing in cybersecurity and dominating the industry, announced it’s split into two companies. Their cybersecurity and Veritas departments will now be separate, which shows growth and job openings.

The Mountain View, California-based corporation transitioned from its namesake (Norton Antivirus) to tackling more critical security issues. They provide services for almost every single company on the Fortune 500 list. They are not immune to competition; however, others in the industry, such as FireEye and Palo Alto Networks, are small/agile companies that are growing.

sales jobs best companies to work for

6. Microsoft

Base Salary: $118,000
Commission: $50,000
Total Pay: $191,000

Microsoft is not the giant it used to be, but they are still making big moves. Their recent release of high-end laptops has put them in solid competition with Mac. They focus less on the sales of their operating systems and have begun to focus on hardware which seems to be working out great for them. Only about 25% of its quarterly revenue comes from software now.
 

7. Salesforce.com

Base Salary: $90,000
Commission: $68,000
Total Pay: $173,500

Salesforce.com is a company from the new generation of tech. Their cloud-based software company aids clients with their customer relationship management. With Salesforce, companies can better store data, develop and access customer and potential data, track all progress, and predict future results. This company is an excellent example of the increased demand for sales. This service is not as well known as the big names, but it can provide serious value to the right customers. They need to know it exists.

8. Adobe Systems

Base Salary: $90,000
Commission: $50,000
Total Pay: $162,500

The much-loved Adobe Systems in San Jose, California, is also making dramatic changes. However, despite its branding as hip new technology, which it is, they have had various security problems with its Flash Player.
 
With that issue largely being corrected by Adobe and the various web browsers working together the block the software, Adobe can focus on its powerhouse software, The Adobe Suit. Their focus now is on delivering their software from the cloud.
 
best tech sales jobs

9. Avaya

Base Salary: $95,000
Commission: $60,000
Total Pay: $160,000
Avaya, also in Santa Clara, California, is less of a household name but still is a force to be reckoned with. They focus on communication hardware for businesses, corporations, and government agencies. Their acquisition of Esna Technologies helped them get better market control by providing communications software.
 
10. IBM

Base Salary: $100,000
Commission: $45,000
Total Pay: $150,000

The legendary IBM has been surviving after all these years. Their adaptation comes from the acceptance of cloud computing for high-growth businesses. The New York-based company has faced adversity but is going strong and will continue to earn around $40 billion by the end of this year.

best places to work for sales women

11. Hewlett-Packard

Base Salary: $101,821
Commission: $40,313
Total Pay: $142,134

Hewlett Packard Enterprise (HPE) and the technology company Continental announced a new platform based on blockchain technology, expected to be available in 2019. This is excellent news for a company that has been around for a long time. Anytime this giant, well-known powerhouses commit to adopting new technology, it shows reliable growth for the future.

HP has also begun a project with car manufacturers to monetize their data and vary their brands. Based on blockchain technology, the platform provides data sovereignty, security, transparency, and efficiency to overcome the barriers to sharing vehicle data.

12. Oracle

Base Salary: $100,000
Commission: $52,500
Total Pay: $152,500

According to multiple real estate sources, Oracle Corp., one of the nation’s leading software and IT companies, is scouting the Nashville market for an urban office hub. Those sources say the Bay Area-based company is seeking at least 500,000 square feet of office space, potentially growing to twice that size.

13. Mulesoft

Base Salary: $102,000
Commission: $75,000
Total Pay: $177,00

About a year ago, Salesforce acquired MuleSoft for a massive $6.5 billion deal, the company’s largest deal. At first, this deal wasn’t well received, mainly because MuleSoft didn’t fit cleanly into Salesforce’s customer relationship management business. As a result, Salesforce’s stock sank about 5% immediately after the deal. But, since the merger, Mulesoft has made $181 in total revenue, far ahead of its projections.

find the best sales career for yo

14. Tibco

Base Salary: $91,718
Commission: $123,749
Total Pay: $215,467

TIBCO Software, a global leader in integration, API management, and analytics, recently announced that they ranked first among five of six use cases in the Gartner 2019 Critical Capabilities for Master Data Management Solutions report. These use cases include B2B Customer Data, Buy-Side Product Data, Sell-Side Product Data, Multidomain master data management, and Multivector master data management. Evaluated for this report, the TIBCO EBX™ solution is a product from Orchestra Networks, recently acquired by TIBCO, which is noted therein.

15. Lever

Base Salary: $101,821
Commission: $40,313
Total Pay: $142,134

Lever, the company transforming how organizations hire, has made three key executive hires, rounding out its management team and further positioning the growth company. Used by over 2,000 companies and across every industry, Lever is bringing on seasoned executives to help scale operations to meet the increased demand of an exploding Talent Acquisition market, which Bersin by Deloitte expects to be over $200B.

sales people dream jobs

16. Apttus

Base Salary: $93,896
Commission: $100,000
Total Pay: $193,896

Apttus, a quote-to-cash vendor built on the Salesforce platform that looked to be heading toward an IPO in recent years, has taken a different tack instead of being acquired by private equity firm Thoma Bravo today.

The company did not reveal the purchase price but said it could be ready to share more details about the arrangement after the deal closes, probably next month. “What we can say is that Apttus views this development positively and believes Thoma Bravo can instill greater operational excellence, strengthen our market leadership and allow us to continue providing indispensable value to our customers,” a company spokesperson told TechCrunch.

17. Sumo Logic

Base Salary: $75,000
Commission: $110,000
Total Pay: $185,000

Sumo Logic has the dominant cloud-native machine data analytics platform. Sumo offers continuous intelligence and today displayed massive growth within the EMEA region occupied by customers using its platform and an expanding partner ecosystem delivering the machine data analytics insights needed to build, run and secure modern applications and infrastructures. James Campanini has been scaling this growth as a general manager. In addition, vice President of technical services Mark Pidgeon is leading a new team to be headquartered in Holborn, London.

18. Zen Desk

Base Salary: $62,612
Commission: $50,200
Total Pay: $112,812

Few investor favorites have held on to their mantle as long as Zendesk (ZEN), the cloud-based provider of customer support software. The company’s stock rose double digits after reporting one of its best fourth-quarter results, with revenue growth accelerating from the prior quarter and lending support to a bullish outlook for FY19. Zendesk’s post-earnings rally has lifted the stock to new all-time highs near $80.

19. Copper

Base Salary: $60,000
Commission: $40,000
Total Pay: $100,000

Copper, the Google-recommended CRM for the digital workplace, is moving to the GCP (Google Cloud Platform) to focus its service on global customers. With the modernization of its GCP infrastructure, Copper affirms its commitment to scaling its AI technology in CRM tools. This allows their employees to work better and more effectively.

Copper delivers a new CRM focused on building relationships rather than managing them. Copper can provide an innovative, easy-to-use CRM tool by leveraging AI and deep Google partnerships. Copper CRM operates natively within G Suite, so users never have to leave Gmail or interrupt their everyday workflow. This eliminates the tedious, time-consuming data entry that causes sales and marketing teams to abandon CRM deployments. Copper has been a CRM partner with Google since the early days of its Chrome extension in 2014. This move to GCP will provide better end-to-end coverage and performance for Copper’s worldwide user base.

best tech sales jobs

20. Talk Desk

Base Salary: $65,000
Commission: $30,000
Total Pay: $95,000

One of the biggest companies in cloud contact for innovative enterprises, Talkdesk, recently announced its Winter 19 software. The release will allow the company to capitalize on its foothold in the customer experience innovation market.

“Consumers expect a personalized, proactive experience, and they expect it in the channel they are most comfortable using,” said Tiago Paiva, CEO of Talkdesk. “CX optimization requires more than just a focus on the customer. It requires innovation at every level, from customers to agents to supervisors and IT teams. Most importantly, it requires a solution provider and a platform that can keep pace with the changing expectations of today’s digitally empowered consumers.”

Do you want to work with one of the companies listed above? We can help! Click here to get started!

Young business woman presenting his ideas on whiteboard to colleagues

If you run a company, then your employees are your most valuable asset. You need to make sure you are bringing the best people on board that you can afford. That way, they will lead your team and find new ways to make your company more valuable in the marketplace. This takes the right approach. Use the tips below to ensure you get the best:

Do Your Background Work
Making sure you have the right employee with the leadership qualities you want starts with background probe. You can never know exactly if someone is telling the truth or not. They could say anything when they are interviewing for the position.

When you conduct a background check, be sure to look for criminal activity. Also, verify their references. You want to ensure they aren’t making anything up with regards to where they have worked before. This will help you screen them from the beginning to look for leadership qualities and other aspects that may be helpful to you.

Verifying references is something that people tend to skip over because it does lead to more work. But being able to hear from someone about how good of a worker a potential candidate is may end up saving you more time in the long run. Of course everyone puts their best references forward, so being able to ask the right questions and sort through the fluff is very important. Questions like “tell me what it is like to work with the job candidate?” and “how well did the candidate get along with their coworkers?” are great to get a feeler about the potential employee.

Look at Their Resume

A resume is a great presentation of what someone can accomplish. You will want to look at their entire resume. Look for areas where they were being a leader. This could have meant a management position. However, this is not always the case.

Sometimes, great leaders come from regular positions. They might have been in sales but they put up the best numbers in their department. Perhaps they were great at motivating others to perform at a higher level. This is why digging deeper on their resume will help you uncover their true strengths.

In addition, learn to read between the lines. Sometimes, certain goals or quotas that they met are not as impressive as it sounds. You need to understand what they are really saying so that you don’t get seduced by buzzwords.

Watch Their Social Media
In today’s world, you can’t get away from social media. Everyone’s life is online. If your employees have a social media account that you can access, then do it. It will give you insight into what they put out there in the world.

There is nothing wrong with having a personal life. However, these are people who will be putting their face out there for your company. They should have profiles that are professional and not filled with questionable content. Who they are behind a screen can tell a lot about their character and who they will be as an employee. Doing a quick check online can save a lot of headache in the end.

Keep an Eye on Them in the Beginning
The onboarding process is essential to keep your eye on carefully. How they handle training is crucial. If they are asking great questions and showing that they are proactive, then this is a bonus. However, if they can’t be bothered to learn the basic materials, then that says something about their ability to lead in the future as a member of your company.

Give Them More Responsibility
When you have brought them on board, the hiring process is not over yet. You are still looking for ways they can lead. Try giving them special assignments. See how they react. If they produce great results, then they could be showing a lot of promise early on.

Conduct Reviews
Regular performance reviews are a must. However, this is even more true for someone who might be a leader in your company. Look for the ways they communicate with others. If they are liked in the company, then that is the first step.

In today’s world, a great employee is priceless. They can make all the difference between how much your company profits or declines. You don’t want to jump the gun on an employee that is not a great fit. So use the tips above. They will help you evaluate and hire the right leaders that can help your entire team perform at their best.

 

This is a Guest Post by Craig Middleton.

Craig has worked as a Business Consultant, Real Estate Agent , and HR businesses for most of his professional career. He graduated at UC Berkeley with a bachelor’s degree in Marketing.