As Ray Kroc put it, "Nothing happens until something gets sold." That's why it's no surprise that the biggest priority for C-level executives is top-line revenue growth. However, when it comes to driving revenue, having a great product or service is only half the battle. The real moneymaker for any organization is a powerful and skilled sales team, yet sales, HR, and recruiting executives continue to face hiring challenges in consistently finding and selecting great salespeople. This problem will get tougher as selling becomes more complex, thanks to increasingly sophisticated and demanding buyers. Despite dedicated hiring efforts, according to the latest CSO Insights survey, 43% of salespeople do not achieve quota; ramp up time continues to increase; and the ability to close forecasted business is less than 50%.

Why is it that some salespeople thrive in one company only to underperform in another? How can organizations consistently hire the best salespeople and be confident in their ability to sell and meet quota? Even with companies' attempts to change compensation packages, quotas, and other sales-related infrastructure, success comes down to one thing: hiring the right person in the first place. Do proven techniques to accurately predict the success of future sales hires exist? In this track, we will explore innovative methods, such as the use of employment and job branding , assessments, job simulations, and other qualification techniques to arm hiring managers with the data they need to make informed decisions. Through case studies that illustrate the integration of theory into practice, this track provides real-world examples of the collaboration of best practices in sales, recruitment, human resources, and marketing in delivering sales hiring solutions that impact top-line revenue.