Finding and retaining top-tier sales talent can be complicated. According to Wolf Gugler, a veteran recruiter with over 30 years of experience in the home improvement sector, organizations face an evolving set of expectations and obstacles that require both strategic foresight and adaptability.
Remote work promotes flexibility. “The pandemic shifted everything,” says Gugler. “Now, people have more flexibility—hybrid or fully remote work is often the norm. But that also means your competition for talent isn’t just in your city anymore. If you’re in the Greater Toronto Area, you’re not just competing with other local firms. You might be up against a U.S. company entering the Canadian market or one from Vancouver.”
This broader competition for talent requires a sense of urgency and clarity during the hiring process—something that’s often missing. “Sometimes HR struggles to get the hiring manager to make a timely decision, and that can cost you top candidates,” he explains. “You don’t need to rush, but you do need to be process-oriented.”
Flexibility and transparency. Candidates, especially in sales, seek more than just a paycheque. Work-life balance, flexibility, and clear expectations are non-negotiables, according to Gugler. “Sales isn’t a 9-to-5 job. You’re answering calls after hours, attending recitals, managing work from a concert,” Gugler says. “Companies need to acknowledge that, support it, and still expect results.”
Another key issue? Job description accuracy. Often, candidates will discover the job they accepted and begin working in turns out to be something they didn’t interview for,” Gugler notes. “There might be tasks added post-hire or gaps in onboarding. It’s usually not malicious—more often, it’s miscommunication. But it leads to frustration.”
Data fluency and category leadership. Sales professionals today are expected to be more than relationship builders—they must also be data literate. “Whether it’s POS data, shelf analytics, or using Excel and customer portals, being fluent in data is now part of the job,” Gugler emphasizes. “And if you’re not providing them with a sales analyst, they better be able to handle it themselves.”
He also highlights the growing importance of category management. “Strong candidates aren’t just selling a product—they understand the entire category. They’re bringing insights to the merchant, thinking proactively, and creating new opportunities for collaboration.”
U.S. vs. Canadian approach. When asked about differences in hiring practices between the U.S. and Canada, Gugler points to travel expectations. “In the U.S., a rep might cover a massive territory with 50 percent travel. That’s a lot to ask, and not everyone is up for it,” he says. “Sometimes, companies understate what the travel load will be, and that backfires.”
Salary is just part of the equation. While compensation always matters, it’s rarely the sole reason people move. “Usually, dissatisfaction builds when someone finds out their peers make more, or when bonus payouts don’t match expectations due to company performance,” says Gugler. “But more often, they’re quitting on their boss or leaving because the company lacks innovation.”
Still, inflated salary expectations can be a red flag. “I had someone just recently tell me they’d only consider moving for a 30 percent bump and big bonus potential. That’s the kind of thing that turns companies off,” Gugler says. “If someone has moved three times in four years, it might not be about growth—it might be about chasing money.”
