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Sales Recruiting -- From Process To Placement
 

Sales Recruiting -- From Process To Placement

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    Sales Recruiting -- From Process To Placement Sales Recruiting -- From Process To Placement Presentation Transcript

    • How SRO drives revenueThe Importance of Optimizing by recruiting Sales Recruitment better sales talent © 2012 ACA Talent. All rights reserved. 1
    • Speaker Bio: Jim SanderJim Sander joined ACA Talent in 2011 as VicePresident of Sales. Previously, Jim ser ved as executive director fortelecom business development at MarketSource, amanaged staf fing firm, where he consulted withenterprise clients including AT&T, Alcatel-Lucent,Avaya, and Comcast on the development andexecution of their sales initiatives. Jim has a demonstrated track record of buildingsales organizations known for their innovation andcustomer focus. Throughout his career, Jim has ledall aspects of the sales and marketing developmentarenas through both B2B and direct channels. Jim holds a BA in Economics from the Univer sity ofTexas at Austin. © 2012 ACA Talent. All rights reserved. 2
    • Connecting Sharp Minds that Sell the World One Deal at a Time… © 2012 ACA Talent. All rights reserved. 3
    • §  Grow revenue by recruiting better talent faster§  Annually place over 4,000 sales candidates§  Over a decade of sales recruitment experience§  Inc. Magazine’s fastest growing companies © 2012 ACA Talent. All rights reserved. 4
    • The Age-OldQuestion © 2012 ACA Talent. All rights reserved. 5
    • How to domore . . . © 2012 ACA Talent. All rights reserved. 6
    • With less? © 2012 ACA Talent. All rights reserved. 7
    • Common Challenges¡ I ncrease productivity¡ M aximize revenue opportunities¡ E xpand market share¡ H ow to do this with little to no budget © 2012 ACA Talent. All rights reserved. 8
    • Recruiting & Revenue: The Correlation ¡ H ow much revenue is each rep responsible for? ¡ W hat is your time-to-fill? ¡ W hat is your turnover rate?Recruiting directly affects revenue. © 2012 ACA Talent. All rights reserved. 9
    • The True Cost of Vacancy Knowledge Relationships Productivity Revenue Market ShareHow can you minimize these costs ? © 2012 ACA Talent. All rights reserved. 10
    • Your Biggest Investment © 2012 ACA Talent. All rights reserved. 11
    • Your Sales TeamA BC D © 2012 ACA Talent. All rights reserved. 12
    • 80% of yourrevenue isgenerated by 20%of your sales team © 2012 ACA Talent. All rights reserved. 13
    • Target Revenue = $1M Per RepA = $1.6MB = $1.1M $400,000C = $600K Revenue LostD = $300K © 2012 ACA Talent. All rights reserved. 14
    • Target Revenue = $1M Per RepA = $1.6MA = $1.6M $1.4MB = $1.1M Revenue GainedB = $1.1M © 2012 ACA Talent. All rights reserved. 15
    • The Cost of Underperformers¡ M anagement time ¡ R eplacement costs¡ L ost productivity ¡ H iring costs¡ E ffect on Morale ¡ Training time¡ R evenue opportunities ¡ R amp-up costs¡ R e-training time ¡ A dministrative costs¡ R eplacement time © 2012 ACA Talent. All rights reserved. 16
    • Typical Process for Managing Underperformers B HireReplace Train Time toD break the Retrain Ramp Up cycle... C © 2012 ACA Talent. All rights reserved. 17
    • “Doing the same thingover and over againand expecting differentresults.” - Albert EinsteinThe Definition of Insanity © 2012 ACA Talent. All rights reserved. 18
    • “We cant solve problems by usingthe same kind of thinking we usedwhen we created them.” – Albert Einstein © 2012 ACA Talent. All rights reserved. 19
    • How can youbreak the cycle tomaximize revenuegeneration? © 2012 ACA Talent. All rights reserved. 20
    • Doing More with Less, Efficiently Sales RecruitmentOptimization •  Recruitment Team & Strategies •  Recruitment Process Optimization •  Integrated Technology •  Meaningful Metrics & Reporting © 2012 ACA Talent. All rights reserved. 21
    • How Sales Recruiting Process Gets Lost1.  Overly broad recruiting focus2.  Too many steps/candidates get stuck3.  Unable to hook candidates4.  Branding mismatch5.  Inefficiently uses resources6.  No technology/wrong technology7.  Incorrect measures of success © 2012 ACA Talent. All rights reserved. 22
    • When Recruiting is Too Broad¡  Broad focus attracts everyone¡  Sales one of many positions¡  Emphasis on keywords¡  Lack tailored assessments¡  May miss key cues §  Allow candidates to “oversell” §  Manager rejects candidate §  Process starts all overSpecialize your focus to attract the right candidates. © 2012 ACA Talent. All rights reserved. 23
    • Specialized Focus: Sales Recruiters ¡ Recruit customer-facing positions ¡ Share the “sales mentality” ¡ Profiling beyond the resume ¡ Understand position nuances ¡ Execute proven best practices ¡ Improve manager’s hiring effectiveness© 2012 ACA Talent. All rights reserved. 24
    • Hiring ProcessSteeplechase © 2012 ACA Talent. All rights reserved. 25
    • Obstacles to Hiring¡ How many gates are candidates jumping through?¡ Too long a race, and great candidates may drop out¡ Resource alignment challenges §  Multiple interviews §  Ride-alongs §  Unproven assessments §  Background check §  Drug testing¡ Poor communication Fix these up front to finish strong. © 2012 ACA Talent. All rights reserved. 26
    • Hiring ProcessSteeplechase © 2012 ACA Talent. All rights reserved. 27
    • Stop the Spiral¡ Communication is vital¡ Swifter process for high volume¡ Time affects conversion rates § Longer process = lower conversion § Candidates fly to new opportunities § Higher candidate churn rate¡ Minimize candidate fall out § Only include necessary elements Let the process reflect the position. © 2012 ACA Talent. All rights reserved. 28
    • Compress Hiring Time¡  Assessment supports process¡  Background checks¡  More interviews = longer process¡  Weed out unqualified candidates early in the process¡  Nurture qualified candidates throughout the process © 2012 ACA Talent. All rights reserved. 29
    • Reeling in Top Sales Talent To catch a sales shark,you need more than just a big net. © 2012 ACA Talent. All rights reserved. 30
    • Where is the hook?¡ G ive candidate a reason to consider you¡ C omp is king¡ P erks are a plus¡ O wnership is not just about stock¡ S ay no to “making it up on the backend” Fish with the right bait! © 2012 ACA Talent. All rights reserved. 31
    • Disconnects Between HR & Sales Job Description Job Performance¡ Education ¡ Sales aptitude¡ Years of experience ¡ Hunter/Farmer¡ Skills requirements ¡ Type of sales¡ Position overview ¡ Book of business¡ Keywords ¡ Cultural fit¡ ComplianceBlend the two for the most effective solution. © 2012 ACA Talent. All rights reserved. 32
    • Sourcing Made SimpleGreat Recruiting is as much about selling the job as finding the right candidate © 2012 ACA Talent. All rights reserved. 33
    • Branding and Recruiting¡ G oes beyond post-and-hope¡ M essage tailored to audience¡ P ositive interview experience¡ Former candidates might be future customers (or competitors) Leverage marketing to improve recruiting © 2012 ACA Talent. All rights reserved. 34
    • Capitalize on Technology Puts you in the driver’s seat ¡  Control candidate pipelines ¡  Manage open positions ¡  Capture recruitment activities ¡  Flex with hiring volumes ¡  Support legal compliance ¡  Automate repetitive actions ¡  Create meaningful reporting ¡  Drive CPI © 2012 ACA Talent. All rights reserved. 35
    • What to Look For in an ATS1.  Select an ATS that suits your scale2.  Map all processes to capture data accurately3.  Automate tasks where applicable4.  Determine metrics to success5.  Integrate tools – job boards, assessments, applications © 2012 ACA Talent. All rights reserved. 36
    • Sales Recruiting BenchmarksDetermine meaningful measures of success¡ T ime to fill – timeframe before a hire¡ C onversion rates – # of interviews to hire¡ Turnover – how many & how often¡ P ost-hire performance – revenue generation¡ C ost-per-Hire – hard and soft costs © 2012 ACA Talent. All rights reserved. 37
    • Navigating Sales Recruitment: Best Practices 1.  Develop in-depth job descriptions 2.  Promote the company & opportunity 3.  Get to know hiring managers 4.  Build localized recruitment strategies 5.  Tailor behavioral interviews to the job 6.  Ensure timely feedback from stakeholders 7.  Use technology to support the process 8.  Measure results 9.  Drive continuous process improvements © 2012 ACA Talent. All rights reserved. 38
    • Put recruitment on cruise control! © 2012 ACA Talent. All rights reserved. 39
    • Contact UsJim Sander, Vice President of Sales jsander@acatalent.com 888-750-5627 x 384 www.acatalent.com © 2012 ACA Talent. All rights reserved. 40