• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Recruiting Sales Superstars Best Practices for Finding and Hiring Top Talent
 

Recruiting Sales Superstars Best Practices for Finding and Hiring Top Talent

on

  • 8,681 views

 

Statistics

Views

Total Views
8,681
Views on SlideShare
8,661
Embed Views
20

Actions

Likes
10
Downloads
0
Comments
1

3 Embeds 20

http://www.slideshare.net 14
http://www.commpro.biz 5
http://yoyafi.com 1

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • exceptional display..convinced me to have a hardlook at my company model..outstanding
    Sharika
    http://winkhealth.com http://financewink.com
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Recruiting Sales Superstars Best Practices for Finding and Hiring Top Talent Recruiting Sales Superstars Best Practices for Finding and Hiring Top Talent Presentation Transcript

    • HR/Recruiting/Finance & Admin Erin Flynn salesforce.com Scott Morrison salesforce.com Mike Euglow salesforce.com Jeff Hunter Electronic Arts Track: Recruiting Sales Superstars: Best Practices for Finding and Hiring Top Talent
    • Safe Harbor Statement
      • “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.  All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
      • The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates.
      • Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor .
      • Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all.  Customers who purchase our services should make purchase decisions based upon features that are currently available.  Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
    • From ATS to CRM
      • The Applicant Tracking/Talent Management landscape
      First Generation -Application Tracking -Administration Forms -Tracking Staffing Process for Compliance -Basic Recruiter Tools 2nd Generation -Careers Site and Talent Communities -Candidate Profiling -Requisition, Interview and Offer Management -Measuring Cost-per-hire, Sourcing Analytics and Time-to-fill -Hiring Manager Tools Next Generation -Visibility into Recruiting -Dashboards and Collaboration -Proactive Sourcing and Relationship Building -Talent Management -Candidate Relationship Management
    • Industry Best Practices in Recruiting
      • The Candidate Universe
      • Recruiting is Sales
      • Building a Recruiting Culture
      • Leveraging Technology
      A Player A Player B Player No Players
    • Jeff Hunter Director, Talent Strategies & Technology [email_address]
    • Electronic Arts
      • World’s largest developer, marketer, publisher, and distributor of computer and video games
      • Global Recruiting Organizational Structure
      INDUSTRY: Entertainment and Games Software EMPLOYEES: 7,000 WW USERS: 50 FY’06 REVENUES: $ 3B GEOGRAPHY: GLOBAL PRODUCT(S) USED: SFA
    • Not all Fun and Games at EA
    • Key Challenges
      • What is the value of talent to your organization?
        • Top Talent/Candidate Pipeline weak
        • Lead generation/ sourcing
        • Efficiency vs Effectiveness
      • Technology Challenge
        • Recruiter/Hiring Manager adoption
        • Recruiting Program Integration
        • Campaign Management
      • Recruiter Productivity
      • Long Term Contact Management
      • Quality of Candidate Leads
      • Candidate Conversion Rates
    • Taking a page (or two) from Sales’ Playbook
    • From ATS to CRM
    • The Salesforce.com Solution
      • AppExchange
        • User Adoption Dashboard
        • Anagram
        • Create Tasks for Entire Team
        • What we Built
        • Pre-quals and pipelines
    • What Were the Results?
        • With only 3 people…
        • 14,000 new qualified leads
        • Designed and launched 3 apps to 5 countries
        • Detailed metrics to over 300 key constituents
        • Over 1,000 new contacts through new campaigns
        • Increased contact-to-candidate conversion rate by 25%
    • Mike Euglow Director, Global Corporate Sales Recruiting salesforce.com [email_address]
    • Sales Recruiting Best Practices at Salesforce.com
      • Sourcing Active and Passive Sales Candidates
      • Recruiting Reports and Executive Dashboards
      • Campaigns and Candidate Pipeline Lead Generation
      100
    • Sourcing Active and Passive Sales Candidates Active Candidates Setting up customized views -Competitors -Position Title -Compensation, Location, etc. Passive Candidates Proactive sourcing strategies -Referrals from recent hires outside of Sales -Internal Reference Checks  
    • Sales Recruiting Reports and Dashboards Executive Dashboard VP/Hiring Manager Pipeline Recruiting/HR Management 100 100
    • Campaigns and Candidate Pipeline Lead Generation
      • “ Siebel Survivor”
      • How did we use Talentforce?
      • Email Campaign to over 300 Siebel candidates/applicants
      • Recruitment Marketing Creative Campaign
    • Campaigns and Candidate Pipeline Lead Generation
      • “ Siebel Survivor”
      • How did we measure it?
      • Source tracking
      • Reports:
      • -Generated additional 227 Siebel Leads into the Talent Pool
      • -30 Hires from Campaign
    • Q&A
    • Session Feedback Let us know how we’re doing!
      • Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories:
        • Overall rating of the session
        • Quality of content
        • Strength of presentation delivery
        • Relevance of the session to your organization
      Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 179, #### For example, “ Session 123, 5555 ” Session ID: 179 Session ID # Scores for 4 categories SMS Voting powered by: