have been in this business for 15 years and it always amazes me that although this is a relatively young industry, it is rife with imitations, lack of imagination and a desperate "me too" attitude. It's time to grow up, shed the past and think about the future of processing.

Start Hiring the Inexperienced

We've been stuck in a circle of mediocrity. Because we don't train, support or compensate in the same way that real-world industries do, we have salespeople who flit from one processor to another. And processors recruit these salespeople to such an extent that we have programs that buy their business. We are so desperate, in fact, that we buy business before it is even processing (nice business model).

In order to have a professional sales force, with proper ethics and knowledge, we will have to train and support an entire new group of salespeople.

Where are the pools of potential salespeople? I believe we can find them in the mid-level college and university graduates across the country; in part time or night job labor pools—people looking for change and a chance; in sales fields that do not offer residuals; and in relatively dead end jobs.

The processing field offers long-term security and a constant challenge. It gives the entrepreneurial spirit a chance to blossom, and for those who truly have it, the chance to succeed and enjoy the challenge.

Hiring

How do you hire someone from outside the industry? Now you really have to start earning your money by developing innovative ways to seek out possible recruits.

If you attended college, use your ties to your alma mater to recruit the small percentage of graduates who don't fit the mold and want to try something different. You need to find them; they have no idea how to find you. Use local papers and local bulletin boards-be creative.

Interviewing

What should you look for? Someone who is enthusiastic, a risk taker, and shows a willingness to learn. If you plan to bring new people into this business, they should have the types of abilities and talents that will give them a greater certainty of being successful, although they are untrained in our industry. Don't look for the obvious; look for the special, and make sure the interviewees will be available for a full time position.

Also, don't beg the position, sell it-but don't oversell it. The biggest mistake interviewers make is thinking they have to sell the position. Instead, let the position with long-term residuals sell itself.

Finally, ask insightful questions; let your candidates know that you are interested in them personally and do not only see them as potential dollar signs.

Compensation

W2 or 1099? That question is answered with two criteria in mind: your financial capability/responsibility and your understanding of the Visa/MasterCard regulations. I think it's important to hire employees as W2 employees and not as 1099 contractors. Although you have more tax responsibilities, the trade-off in loyalty and stickiness more than makes up for the financial burden.

1099 workers do not have the same obligations to you that a W2 worker has: You can't force them to come to meetings; you can't supply cards; and you can't make them train or sell. Additionally, the W2 worker is not looking in The Green Sheet to find a better opportunity the same day they come on board with you.

If we, as an industry, are ever going to mature and have value, then we must treat employees as employees and not hired guns. For starters, we should have respect for them and their time. Also, look into health benefits.

Looking back to the day when EXS added health benefits (after putting off the process and making sure we had enough funds), our credibility changed almost overnight. This gesture provided more than enough to pay for the benefits with good will and performance.

Field Training

Provide on-the-job training; it's the only way to bring "greenhorns" to the level where they can be proficient enough to be left on their own. This is the make-or-break period for new salespeople. They need hand-holding on topics such as our industry and sales.

Help the "canvas" present and sell: Spend time after each call going over what happened; debrief over coffee after the day is done; and start fresh with them the next morning. I know this sounds time consuming but until you have a trained, professional sales force this is what you need to do.

Meetings/Support

It's imperative to stay connected to your salespeople as they learn and grow. One way to accomplish this is to hold regular training meetings. (Remember the 1099 rule: You can't compel a 1099 agent to attend a meeting, so make it interesting.) Provide incentives that will reward you with producers and spur your slower learners. Make the meetings educational, and always impress upon your people that knowledge is money. Have them relate their personal stories and draw the group in with empathy. Be consistent. Once you've started regular meetings, make sure you hold them consistently and on time. Don't let your salespeople down.

Your Obligations

Your main obligation is to make sure you understand the job you're trying to fill and how you plan to keep it relevant and fulfilling. Yes, fulfilling. Jobs can represent a large part of how people believe in themselves, and if you don't provide respect by giving them a real job, then you are in a murky world that tests self-confidence. Respect the position you have given them, treat them with consideration, and it will be reciprocated.

Conclusion

We owe it to ourselves as company owners, managers and team leaders to look to new sources of talent pools and new ways to train and motivate (although the right hires will motivate themselves). Complacency is a stone cold killer of business and profit. Consistency is the key to success. Help your people; teach them about the business and sales; and tag along to give them moral support. Making them successful is the only way you will be successful.

Garry O'Neil is President/CEO for Electronic Exchange Systems (EXS), a national provider of merchant processing solutions. Founded in 1991, EXS offers ISO partner programs, innovative pricing, a complete product line, monthly phone/Web training, annual seminars and, most of all, credibility. For more information, visit www.exsprocessing.com or e-mail Garry at garry.oneil@exsprocessing.com .