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Fast-Paced hiring, Onboarding and Coaching

GuideSpark defines success as their ability to attract top talent, and quickly onboard and develop them so that the majority of them can become quota bearing reps. Here's how they do that.

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Fast-Paced hiring, Onboarding and Coaching

  1. 1. Fast-paced hiring and onboarding SEPTEMBER 2014 1 1(And steps we take to keep the talent pipeline flowing…)
  2. 2. THE GUIDESPARK RDR TEAM – JULY 2014 PHONE CALLS EMAILS
  3. 3. THE TEAM – 1H13 – 1H14 Growth Multiples – YoY People In New Roles Today 2 7 3 2012 2013 2014 42.9% 7.3X Opportunities 14.7X 14.6% Average Tenure 9 4 5 2012 2013 2014 5X 24.6X Meetings Emails Calls
  4. 4. 1 2 Hard to optimize 3 on the fly - trend or consistency 4 issues. THE ISSUES Explosive growth + success = hiring pressures. Need to replace top talent with even better talent. Young workforce – focus, resilience, blip?
  5. 5. THE METRICS PHONE CALLS MEETINGS QUALIFIED OPPORTUNITIES EMAILS
  6. 6. PHONE CALLS - YTD Smile and Dial 1. Easy part of job is to pick up the phone – believe it or not! 2. Get them on the phone on first day. 3. Keep pace with rest of team. 4. Race to 3,000 phone calls. 5. Throw people into difficult situation to see how they respond. 6. Keep an eye on those flat-lines – more on those later.
  7. 7. MEETINGS - YTD Meetings – get to launch point 1. Learning curve - launch point happens at different times. 2. Coaching is paramount – peer-to-peer and 1:1. 3. What’s working. What isn’t. 4. Get hands dirty when necessary. Almost always necessary. 5. Meetings are not enough! (More on that later).
  8. 8. OPPORTUNITIES - YTD Most difficult to achieve but most important 1. How do we lower ramp time for each subsequent RDR? 2. How do we drive more quality into the pipe vs. tire kickers? 3. Make changes on the fly – but beware! 4. Takes full quarter to even ramp on this metric.
  9. 9. MOVE QUICKLY HIRING Victim of Own Success 1. When desired output achieved finally they move on. 2. Back to square 1. 3. Slowdown = unacceptable. 4. When in doubt – hire ahead! 5. Attract top-level talent that can come in with reduced ramps. 6. My philosophy = treat candidates like prospects at quarter end – close them quickly and don’t risk losing to competition. 7. Having a sales background obviously helps!
  10. 10. HOW TO REPLACE A-CALIBER TALENT (AGAIN + AGAIN) 2 Top performers are promoted – now what? 1. Don’t panic – it’s great for the company. 2. You have to move even quicker than before and keep bar high for qualified talent. 3. Get a steady pipeline of talent – and act decisively – 60+ screens and 40+ RDR interviews for ~ 10 positions in 2014. 4. Close them in 1 day if possible. 1 week max. 5. Hire for attitude – coach for aptitude. 6. Take calculated risks– they ain’t all A’s + B’s on 1st day. 7. Hands on – maintain laser-like focus on execution and try to get C’s to B’s and B’s to A’s.
  11. 11. TRENDS vs. BLIPS Tale of 2 Cities 1. Rep 1 + Rep 2 both new in Q1. 2. Both fairly similar performance – on meetings and qualified. 3. Continue coaching Rep 1 to get even better. 4. Back to basics with Rep 2. Need complete overhaul of approach, beginning with pitch. 5. Identify trends as they develop – change directions on the fly (i.e. rep realignment). 1 MEETINGS Rep 1 looks similar to Rep 2. 2 QUALIFIED Or does he? CLOSED 3 DEALS Clear indication of development gap.
  12. 12. 1 2 GET USED TO IT KEEP BAR HIGH Nobody said it was easy. But take calculated risks. 4 CONCLUSIONS 3 SPOT TRENDS EARLY Monitor red flags closely and make changes decisively. BE OPEN TO SURPRISES Young talent continues to impress when given an opportunity. Move quickly and never stop recruiting. Know that there will be more changes if done right. It’s a team effort and keep an open mind. Leverage the team to help flatten bumps along the way.
  13. 13. APPENDIX: WHEN TO PUSH AND WHEN TO BACK OFF $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 350 300 250 200 150 100 50 0 Meetings Qualified Opps Closed Revenue New Rep  Letdown  Top performer 1. Q1 – No revenue impact. Some meetings qualify. 2. Q2 – Some revenue impact despite both meetings and qualified flatten out. 3. Q3 – Higher revenue impact. Meetings steepen to > Q1. Qualifieds steepen to > Q2. 4. Don’t hit panic button too early. 5. When to push, when to allow them to find their strengths. 6. Positive reinforcement. 7. Steady as she goes.

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