Last week I got an email from my friend and colleague, Brad Howe of Financial Managers. Brad is a "CFO for hire." He consults for many of the same fast-growing, smaller businesses that hire us to do their recruiting.

Brad and I have worked together for longer than we would care to admit. When I was a sales manager, Brad designed the most successful sales compensation plan I ever implemented.

We also have much in common personally, including grown children (thank God!); German cars (his is better than mine); and, as certifiable "Maine-iacs," we are committed to eating large quantities of lobster and blueberries at frequent intervals.

Here's what Brad asked in his recent email:

"What's your take on bringing in salespeople on a contract, try-out basis for 90–180 days? Is the market still too tight to be able to find good people who might be willing to "prove" themselves into a permanent slot?"

My response to Brad was to tell him that I had never seen a situation where that has been a successful strategy. The reasons were many — it takes that long for a salesperson to fill the pipeline and get up to speed on the product; unemployed candidates are (rightfully) skittish about sacrificing their unemployment benefits for such a tenuous situation; good companies with a good story and solid products can successfully recruit in any market.

But last, and most importantly, it shows no commitment on the part of the company. Therefore, there'll be no commitment on the part of the salesperson. He or she will continue to look for a "real" full-time position during the trial period.


Say, "I Do!" — Not "I Might."

Here's the way I see it. Once you determine that there's a need to hire (whether for sales, marketing, accounting, purchasing — or any functional role), find the right candidate, make them an employee and commit to their success. It's that simple, really.

To be sure, there is a certain amount of time for any new employee to get up to speed in a new position. Very few new employees can actually "hit the ground running" (even though that's what we all say we want). Fewer still can make themselves instantly successful. And, while some new employees may have a shorter learning curve than others, your expectations as a manager should be reasonable regarding their performance for the first few months.

Your commitment to their success should be real. Hiring someone who is "on trial," does not signify any commitment whatsoever and your new employee knows it.


You're Not Getting Married — But It's Close

The "trial hiring" model signifies a blatant lack of commitment that is tantamount to standing at the altar saying, "I might" instead of, "I do!" (This is an extreme example, I know, but stick with me here.)

I've you've ever been married, think about what the first few years of marriage would have been like if you had said, "I might" while exchanging vows. Does anyone want to feel as though they are living with such a tenuous situation? "I might honor and cherish you" sounds about as reliable as, "We might hire you after 90 days."

Keep in mind that all employees are hired on an "at will" basis anyway. This means that both parties can terminate the employment agreement at any time. Thus there is no need to create any type of "trial position."

So, ditch the trial concept. If you need a full time person, find the right one and then go full-speed ahead. Your commitment to your new employee's success will go a long, long way towards making them successful. Plus, you'll have a long-term, faithful employee who will make real contributions to your company. (And, they may even resist those recruiters' phone calls!)

Great sales compensations! If you'd like to know more about the sales plan that Brad designed for me, and why it was so successful, just click here and I'll be happy to send a description.