How PSR Takes the Guesswork Out of Sales Hiring

Cori Witney knows that interviewing a salesperson comes with a built-in problem: the candidate is selling. A confident, likable conversation may show that someone interviews well, but it does not necessarily show how that person will prospect, qualify opportunities, respond to coaching, or fit with the rest of the team.

At PSR Mechanical, a hiring mistake also carries costs far beyond salary. There may be a recruiting fee, time from accounting and technical staff, management attention, and several months of onboarding before the mismatch becomes obvious. Cori began using Barrett Riddleberger's assessments and live interpretation sessions to get more information before taking on that risk.

They'll tell you everything they think you want to hear… I wanted to stop hiring on that.

A second look before making the offer

Every serious finalist completes an assessment focused on the demands of the role. Barrett then reviews the results with Cori and translates them into useful interview questions. They discuss the candidate's drive, thinking patterns, and possible coaching or team-fit concerns. Sometimes the read is encouraging. Other times, Barrett tells her plainly to walk away.

You told me two candidates were 'run' and 'dumpster fire.' That was the best heads-up.

The candidate who proved the point

One polished candidate made a strong impression in conversation, but the assessment raised concerns about coachability and how he might work with the team. Barrett's recommendation was clear: do not hire him. Cori passed.

The candidate's response removed any lingering doubt. He sent a lengthy email saying the company had passed on the best salesperson it would ever find and demanded a $30,000 signing bonus. He copied the recruiter, who then stopped working with him. The reaction closely matched the concerns Cori and Barrett had discussed before the decision.

You are the warning label… 'Don't hire this candidate.'

What happened with the people PSR did hire

In Cori's most recent hiring cycle, PSR hired three people after reviewing their assessments. Two emerged as strong performers, while the third continued to improve with coaching. That is two strong hires out of three so far, and at least two high-risk candidates avoided before they reached the payroll.

One of the strong hires, Keaton, showed initiative, drive, and financial motivation in his assessment. On the job, Cori saw the same pattern: he stayed on the phone, worked well with the team, and asked for more responsibility.

He loves to sell. He's on the phone all day. Great hire.

Another hire came with a caution about interrupting and uneven focus. Cori did not expect the assessment to make those traits disappear. Instead, it helped her recognize them early and provide more structure. The rep has responded to that direction and is improving.

The assessment stays useful after hiring

Cori returns to each employee's profile during onboarding and coaching. It reminds her what motivates that person, where to be direct, and which habits need attention. That makes the report more than a selection tool; it becomes a reference for managing the person PSR decided to hire.

I use the profile to coach - how to redirect, what to push, what to watch.

Cori estimates that avoiding poor hires has saved PSR thousands of dollars, without counting all the management time that would have gone into trying to rescue a bad fit.

It's saved us - easily - thousands in bad decisions.

A firm step in the hiring process

Assessments and interpretation are now required for Cori's sales and management hires. She schedules the review before the final interview, uses it to focus her questions, and keeps the profile for coaching if the person joins the team. The process still leaves the hiring decision with PSR, but it makes that decision much less dependent on interview chemistry.

Unnecessary? No - necessary. I won't make a hire without your review.

You pick up what we can't.

Salespeople sell you on themselves. Your process eliminates the guesswork.