As a sales leader, you’re in charge of hiring and retaining the best sales reps. It can often take months to find, hire and motivate the right people. So how can you ensure you bring on the best of the best—and move on from those who aren’t a great fit? According to Amy Zimmerman, head of global people operations at Kabbage, Inc., you can follow some key guidelines.

In this issue of Promotional Consultant Today, we feature Zimmerman’s lessons on how to be strategic with your hiring process.

Don’t hire jerks. Zimmerman admits that when Kabbage was just getting started, the company had such a strong need for specific skills that it would take a chance on someone who didn’t feel quite right. She learned that those gambles seldom paid off. Having a jerk on your team doesn't just mean a bad fit — it can also mean a liability. They can make the people around them unhappy, and concentric circles of lowered performance and morale can spread out around the person, damaging overall productivity.

Investigate fit. Which personal characteristics fit best in your environment? If someone is just going to tolerate the pace at which your company works rather than thrive in it, then that could have adverse effects for everyone in the long run, says Zimmerman. If they stay, they might decrease their team's levels of motivation or slow down a project timeline. If you hire someone who will burn out in six months, that’s a loss for everyone involved. According to Zimmerman, it’s well worth the effort to screen for values-compatibility at the hiring stage.

Fix your mistakes. If you hire the right person for the wrong job, you'll likely need to either provide them a new path forward or a gentle push toward the exit. If a current team member is objectively falling short, instinct might tell you to cut your losses immediately. But based on her experience, Zimmerman has learned that it’s best to first evaluate if investing in their development might be a better option. Someone who is a good culture fit may serve your organization well in another role.

Treat people well, even on their way out. Dealing with performance issues can be frustrating, but it's important to treat everyone you encounter with kindness, respect and humanity. If you expect team members to give you two weeks' notice as a courtesy, make sure you’re giving at least two weeks of separation pay (possibly more depending on tenure) when the choice to part ways is your own. Yes, you're letting someone go because the work relationship didn’t work out, but everyone escorted out becomes a de facto ambassador of your brand. They will tell other people about their time with your company — including how it ended.

Don’t just collect talent—build your team. No one enjoys the termination process, but it’s something all leaders must manage at some point or another. To ensure success, Zimmerman says it's important to identify your company’s values, demonstrate them often across all decision-making processes and make them transparent.

Remember that as a sales leader, you’re the champion of your company’s brand and culture. Make sure you build a team that’s going to accelerate your organization’s success and positively impact the bottom line.

Compiled by Audrey Sellers

Source: Amy Zimmerman is head of global people operations at Kabbage, Inc., a data and technology company that aims to provide cash flow solutions for small businesses.