A Hiring Binge with no Hangover

A Hiring Binge with no Hangover

Ramp Your Sales Force by 1 January without Crashing Your Culture

Your team has worked like crazy. Customers love your product. Your marketing team grounded your brand and your media metrics are going through the roof. Everyone agrees it’s time to step on the gas. You have approval to ramp your sales force before the end of the quarter. Your warning light is flashing, though. You know the culture swirling through your office is critical to your success. How do you keep the culture alive and thriving?

How Do You Hire 5 – 25 Plus People Between Now And January 2014?

  • Winning at Sales – You need to Hire the Right Team
  • Salespeople today ARE the differentiator and Good Salespeople are in high demand.
  • In the US, there are roughly 50,000 computer software providers operating today competing to hire from the same talent pool

What Is Your Organization Doing To Recruit And Maintain Top Talent?

  • Attracting (and retaining) rock stars depend on your company culture. A great culture can be the difference between success and failure for any business. It’s how you attract top talent and make sure they’re engaged and working hard.
  • Building a culture that inspires and unites a team occurs with every hiring and operations decision a leader makes, and if taken lightly, can quickly result in high turnover and dysfunction.

“Companies need to change the way they manage and lead to match the way that modern humans actually work and live,” he says. “We’re trying to re-craft culture in a way that really matches that. I think that 99% of companies are kind of stuck in the ’90s when it comes to their culture.” Read more from Brian Halligan

Creating a culture that attracts top performers might require a few changes in how you lead your organization, but it’s well worth the effort.

  1. 1. Embrace Employee Ownership

Salespeople should be the CEO of their territories/franchise. Enable and empower your team to influence at a fundamental level, what they do and how they do it. Allowing people to own what they do helps drive creativity and personal accountability. This means you’ll need to spend time ensuring they understand the vision, how success is defined, and be willing to provide feedback and guidance.

  1. 2. Get Employees Engaged:

a)      Create a video series: Employee testimonials

b)     Increase employee referral fees

c)      Organize activities outside the office

d)     Encourage paid time for volunteer work

  1. 3.  Determine what perks current employees find most valuable:

    a) Increase engagement by rewarding success and developing recognition programs

    b) Create a venue where employees can provide feedback directly to the leadership team.

    • * Make responses anonymous so that people are comfortable participating   without fearing consequences of sharing honest opinions.
    • * Ask for basic information that can help isolate pockets of cultural
    • * Find an easy tool. A few suggestions: Google survey. Mindshare, SurveyMonkey, SurveyShare & QuestionPro.
  2. 4.  Thought Leadership:

    a)      Utilize your leadership team to provide thought leadership on building a great culture – Think of Hubspot!b)     Create a sales best practices blog – Like SFDC and SaaStr.c)      Drive Brand Awareness through social media

    d)     Use chatter, tibbr or whatever platform you have internally to facilitate the sharing of information

  3. 5.  Improve the candidate experience:

    a)      Implement an effective interview processb)     Follow up with everyone who is engagedc)      Move people quickly though the interview cycle

    d)     Provide timely feedback

    e)      Respond to all applicants

  4. 6. Implement an effective recruitment strategy:

    a)      A Players” are rarely if ever active job seekers.

    b)     They are valuable since they make up an average of 8% to 15% of any workforce.

    Hubspot Founder Dharmesh Shah States “Culture Is To Recruiting As Product Is To Marketing”.

    Case Study: The Costs and Benefits of a Strong Culture s.hbr.org/1he7IBD

    Team culture is a critical determinant of success so ask interview questions to assess fit and emotional agility. http://tinyurl.com/m2vay5t

Job Postings:

This approach might be effective at times when hiring for roles that don’t

require skills in high demand. Overall, the results are poor and produce a lack of qualified candidates

Companies that work with candidates sourced only through job postings and LinkedIn are not only missing meeting key prospects, but are greatly limiting their success.

Contingent Recruiters:

a)      Too many recruiters reaching out to the same passive candidates give the impression of high turn-over or difficulty in filling the role.

b)     Most contingent recruiters work with a high volume of clients, they post job descriptions on job boards, resulting in unqualified candidates and even worse messaging.

c)      Not using proper marketing to promote the position, company and overall reasons why it’s a great opportunity, result in candidates by and large that are the unemployed or underemployed.

d)     Glassdoor, extensive recruiter outreach, and social media can all have a negative influence on your hiring brand.

7. A culture of performance starts with hiring. Partner with a professional recruiter as an extension of your in- house recruiting team:

A good recruiter will:

a)      Help you access the best candidates
b)     Work with you to define the ideal candidate profilec)      Understand your value prop and key selling points of the opportunityd)     Tailor the description to Interest passive prospectse)      Source from All Channelsf)       Determine cultural fit, attitude, aptitude, and driveg)     Improve hiring efficiency and candidate experienceh)     Manage the interview process so hiring managers can focus on selling

Be Willing to Let Go of Those Who Don’t Fit

As leaders, if you do a good job of making sure people know what success looks like and create an environment where they can step up and perform at a higher level, many will. That being said, some won’t. Holding on to those that don’t (or won’t) hurts morale and negatively impacts company culture.

I like the way Hubspot puts it, “We’re a team, not a family. We hire, develop, and cut smartly so we have stars in every position.

Part of recruiting and keeping top performers requires that you let go those that don’t measure up. Your highest performers want to work with other high achievers; it drives healthy competition and inspires people to perform at their best.

Top achievers are top achievers because they’re committed to your mission and values.  Employees want to be successful and reap the financial rewards associated with doing great work.  It’s important to recognize top performers with compensation, but money means nothing if every morning your team dreads the commute into work.

More than money, title, or anything else we traditionally believe matters, attracting (and keeping) rock star talent depends on your company culture.

a)      You need to hire those that “fit”. This should be a go/no go metric for every new hire.b)     Clearly define the opportunity & expectations (quota, territory or accounts, sales methodology)

c)      Path for career advancement

d)     Good management

e)      Recognize Individual Accomplishments

f)       Competitive Compensation

g)     Invest in technology that improves productivity

h)     Pay expenses in a timely manner

i)       Offer equity to every hire you make