Creating, hiring, and retaining excellent sales professionals is often treated as an art that requires deep knowledge and a sixth sense about the most suitable candidates. However, there are several aspects a team of selection managers is to take into consideration. These factors are vital for the hirers to acquire a successful team of salespeople, and they represent fixed rules, concerns, and standards. That way, the creation of such a team should be referred to as a precise science rather than art. There is a multitude of important determinants of what kind of professionals and when are to be hired. Also, there are specific actions as to the retention of such employees. This paper attempts to present a detailed explanation of various aspects of the process of the sales team creation, selection, and retention. What Are the Requirements? Discussing the question of whether or not a team of excellent salespeople with a mediocre manager would be more successful than that of average salespeople and an outstanding manager, Zoltners, Sinha, and Lorimer (2012) describe the arguments supporting both options. The authors notice that the proponents of the former combination would be likely to believe that good sales professionals would not require a manager, or that they are the key to success as they are the ones who build relationships with the buyers. Finally, one manager is easier to replace than a team of salespeople. At the same time, the supporters of the excellent manager would believe that this person would be in charge of forming, organizing, and motivating the team, and thus the manager is more valuable. All in all, Zoltners et al. (2012) support the latter idea and emphasize that the manager is the power that allows an average group of salespeople to improve their excellence and results. However, ideally, both the manager and the team are to be highly professional. When it comes to the duties of a good manager, Zoltners et al. (2012) employ the concept of “role pollution” that indicates that the role of this specialist is rather unclear and involves a large variety of different tasks that end up pulling the professional in different directions. As a result, the frustrated managers focus on the duties that create short-term benefits and quick results instead of choosing to work on the long-term outcomes. In turn, the entire team of salespeople starts to generate less profit and show decreased efficiency. That is why the primary challenge of the organization’s leaders is to determine the roles of the sales team manager very clearly and align them with the long-term objectives of the company. Selection and Hiring There are many different approaches to the selection and hiring practices when it comes to the creation of a team of salespeople. First of all, the hirers are to be aware of the fact that a detailed description of the job is the key to selecting the most suitable candidates ( How to Build a Sales Team from the Ground Up , 2011). Weber (2016) notes that many selectors believe that the key to success is attracting as many applicants as possible. However, this strategy has one significant flaw that is its inefficiency. In reality, sorting through a lar