Attracting talent
They have customer relationships, a pipeline, commission due and a reputation attached to their current employer. Leaving means taking a risk. A small salary increase or a vague promise of “career progression” will rarely be enough.
To attract them, the opportunity has to answer three questions:
- Why should I move?
- How is this business going to improve my financial, personal and professional life?
- What becomes materially better for me if I say yes?
Talent Supply identifies the performers who are open to the right opportunity and approaches them with a story strong enough to start a conversation.
Salary transparency allows people to assess whether a conversation is worth having. Hiding the range creates uncertainty and wastes everyone’s time.
If there is flexibility, explain it:
“The expected starting range is $120,000–$135,000, with scope to move for directly relevant experience.”
That is far more credible than publishing an enormous range that tells the candidate nothing, or not posting a range at all.
Assessing candidates
Salespeople should be able to explain:
- Their target and their actual results
- How much business they inherited versus generated
- How they prospect and qualify opportunities
- How they recover dormant accounts
- How they handle price pressure
- What they do when their pipeline is light
- Where they personally influenced the outcome
In highly technical markets, credibility matters. A salesperson who understands the equipment, the customer workflow and the commercial application can earn trust quickly. With the right manager, sales cadence and activity discipline can often be coached.
The real question is: which gap can your business genuinely develop within six months?
Is it technical knowledge, or sales cadence? Whatever it is, you have to be sure you will have the time, patience, bandwidth and systems to train and coach your recruit on the parts they are lacking.
A salesperson who stays for two productive years, develops a territory and leaves it stronger may be a better hire than someone who remains for ten years while delivering the same result.
Look at the quality of the tenure:
- What changed while they were there?
- What did they build?
- How consistently did they perform?
- Did their responsibility grow?
- Did customers follow or advocate for them?
- Why are they ready to move now?
Time served is not the same as value created.
Hiring & onboarding
Businesses say they are open to transferable skills, emerging talent or candidates from adjacent industries. But after hiring someone with potential, they expect them to perform almost immediately.
If you lower the experience requirement, you must increase the support.
That means stronger onboarding, clearer expectations, regular coaching and realistic ramp-up targets.
Experience reduces the need to teach basic sales skills. It does not give someone instant knowledge of your products, customers, systems, politics, margins or decision-making process.
In fact, senior hires can be easier to neglect, because everyone assumes they will work it out.
Giving someone a laptop, product manuals, system access and a list of people to meet is not onboarding.
Working with Talent Supply
The honest answer depends on the role, location, salary and scarcity of the brief. A common recruitment timeline is:
Specialised or regional searches will take longer.
The bigger cause of delay is usually not candidate availability. It is slow feedback, changing requirements or too many interview stages. Talent Supply will move quickly, but the strongest results come when both sides agree to run a decisive process.
Not every role requires a full recruitment campaign. Sometimes all you need is an experienced recruitment partner to strengthen your hiring process and help you make the right decision. Our standalone services include:
- Virtual Recruitment Assessments: we assess your shortlisted candidates and provide an independent recommendation.
- Interview design, interview facilitation and scorecards.
That includes regional and remote markets. Location changes the search strategy: a Newcastle Account Manager, a Perth-based Operations Manager and a Mackay-based Branch Manager will not be found, or attracted, in exactly the same way.
Because we are so niche, we understand where talent sits, which adjacent industries transfer well, and what persuades high performers to move. Our clients spend less time explaining the industry, reviewing unsuitable CVs and wondering what is happening with their search.
Our aim is not to place someone and disappear. It is to help businesses make better hiring decisions in markets where the wrong appointment can cost far more than a recruitment fee.