Our Quest Food Management Blog Series:
Part 2: Analytic Results Infographic
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Building a strong candidate pool is one of the hardest parts of hiring. In order to build a candidate pool, you need to advertise your job.
The last time I wrote about referrals, I hit you with the truth-stick of unlying. Despite all the studies, testimonials, and anecdotes about how amazing referral hires have been for companies, referrals are not magically superior to candidates you get through traditional sourcing methods. The real reason referrals are higher quality hires is because they go through the kind of thorough recruiting process that ends with quality hires. Good systems lead to good results.
It’s the process, not the source of the candidates, that delivers great hires to your company. When employees enter referral mode, they morph into hiring gurus. They source their network for qualified candidates. They evaluate personalities and compare it to their company’s culture. They sell their friends on the idea of working at your company. These are the bases that every company should be covering in their recruiting process, and the employees that are delivering the best referrals are doing this instinctively.
You’re probably spending thousands of dollars on job boards and recruiters to find qualified candidates, yet you have an untapped fountain of mini-job boards and freelance recruiters coming into your office every day. If you haven’t thought about your employees that way, now is the time to start. There’s nothing that job boards are doing that your employees can’t do as well.
CareerBuilder lets you narrow your search by location – your employees can do that. LinkedIn lets you send unsolicited messages to qualified candidates – your employees are free to reach out to their contacts with that same message. Craigslist gets a bunch of resumes delivered to your inbox – your employees can tell their friends how to get their resumes to you. The point is that you’re not losing any kind of control or functionality by including your employees in your hiring process, so use them.
If you’re going to get this started, you need make sure you cover these steps.
The team shouldn’t be surprised when Bob shows up on the first day and needs help figuring out where the coffee machine is. You should start the referral process the same way you start the recruitment process: with a job description and a list of requirements. Make an announcement that lists the position and qualifications, and actively request that your employees consider who in their network is a good match.
Money is the best way of doing this, but information is a close second. Keeping the employees who are participating engaged in the process with updates and feedback can go a long way towards making your employees feel like they were rewarded for their action. Even if you decide on someone who wasn’t their referral, your employees will still appreciate the feedback and honest effort to include them in the hiring process.
Social media is king when it comes to sharing, so don’t be afraid to use all your social channels — LinkedIn, Facebook, Twitter — to share job postings with your employees, who in turn, can share it with their own network.
Having a formalized referral process isn’t a replacement to traditional sourcing methods. It’s just another tool for you to use to maximize the visibility of your open position, and it needs to be used alongside your job postings on CareerBuilder, Indeed, etc. When the goal of a hiring process is to find the right person for your job, you can’t just rely on one method or one source for candidates. You have to cast a wide net to get as many people into your pool, so that you improve your chance of finding the best person for your job.
During a conversation in May with some of the top executives at small and mid-sized businesses nationwide, NewHire asked them to write down what questions they had about recruiting. Many of the questions we received in response fell into categories that we define in our 6 Step Recruiting Process.
Below is part one of a two part blog series outlining answers to those pressing questions.
A: This is a question that recruiters have argued over for years. When hiring, I think about four things that really define the candidate I want to hire:
1. Work Behaviors
You will notice that experience was last on that list. Most of the time, we hire people for what they can do and fire them for who they are. A good way to look at the experience vs potential dichotomy is to use the 80/20 rule. I want to make my target candidate the person who has the behaviors and motivations that the job needs and around 80% of the skills and experience necessary.
Here’s why: in order to get someone to leave what they’re doing and come work for us, we have to compel them to make a change in their lives. We have to show candidates how they are going to earn more, learn more, and do more at our company than they will at any other company. Most of the time, we’re better off hiring someone who can perform the job well enough to start and can grow into the more difficult parts of the role and expand it as they get comfortable.
A: One of the NewHire Staffing Coordinators, Conor Roach, wrote a blog about this question recently. You can find that here. There are a lot of online resources for this that are inexpensive. A final note in that blog is that you can be broad in the way you list salary on your job advertisement. In doing so, you can ask your candidates specifically what they think this type of job ought to earn. Jotting down their responses in a central location is a good way to benchmark whether the salary you were thinking of paying is competitive.
A: This boils down to how you prepare to recruit. If the hiring manager is a part of the conversation in which the target candidate is identified, you’ll be able to challenge that person to think about which behaviors, motivations, and skills are important (and that they’re not necessarily the same ones that the hiring manager has). When it comes down to narrowing the candidate pool and making an offer to someone, the hiring manager will be more open to “others.” Defining a process with your team and holding them accountable will trim some of these biases out of the process.
That being said, not all hiring managers are willing to drink the Kool-Aid. That’s something you’ll have to have a serious conversation with them about. Here’s a clip from a pretty mediocre movie that might help with that conversation.
A: A handful of ways. I’ll knock off “pay more” and “move” from potential solutions, because if those were options, I’m sure you wouldn’t be asking. Not to mention, pay is just one of the reasons people come to work each day. For certain people, it’s not even at the top of the list.
Still, if you have an obstacle like undesirable location to overcome, I encourage you to think long and hard about your value proposition to the candidate and put it in the job advertisement! More on this in a second…
Companies with built-in recruiting issues like yours also need to plan in advance for a more continuous recruiting process, hiring good candidates when you find them and not just when you need them.
A: Employee Value Proposition. Write it down and put it in the job advertisement. Everything from compensation to work environment to how darn good your company softball team is will motivate candidates to come work for you. I asked one of my account managers what he likes most about working in the office, and he said this:
Having trouble defining your EVP? Ask your employees! And, request our EVP checklist here.
A: I like this question, because I like the underlying philosophy it reveals. It is often cheaper and more efficient to hire for an entry level position and train your employees into bigger and better roles with your company. If you need to fill an administrative role now, but you want the candidate to eventually move into sales, make some of those sales competencies part of your hiring process today. Add those competencies to the list of skills that your target candidate ought to fulfill. Look at the cognitive abilities of your candidate (by testing them), and seek out their behaviors and motivations in order to identify future leaders.
Later in the process, ask the candidate where they think they ought to be with your company in 5 years. Often, they will tell you if they are motivated to move into a management role, or a sales role, or whatever.
A: Short answer: I often find them here, among a variety of other places (referrals, etc.)
Longer answer: You never know where or when the right candidate is going to be looking. Sometimes they come referred from someone you haven’t talked to in years who saw your posting on LinkedIn. Sometimes they come from Craigslist. Sometimes they come from Indeed. The point is, the only way you’ll know if your job is competitive enough to appeal to those qualified candidates is if you put it in as many places as you can. If you’re still not finding those qualified applicants, maybe you need to take a few steps back and redefine your Employee Value Proposition or your target candidate. Problems later in the hiring process often stem from problems with the first step: Preparing to Recruit.
A: To an extent. LinkedIn and Salesjobs.com are great places to find sales talent, because that’s where sales talent is motivated to go. I often hear, “We don’t want the type of candidate that comes from that website.” I want to combat this line of logic up front.
If you have a tool for sorting through candidates so that you don’t waste time on candidates who are unqualified, what does it matter where they come from? There are CFOs who search for jobs on Craigslist just as there are CFOs who search for jobs on Indeed. No one website is guaranteed to provide only specific types of candidates. My suggestion is always to get the job out to as many places as is feasible and narrow the pool from there.
If the job specification is narrow, industry job boards, LinkedIn groups and association websites may be helpful. These won’t produce large quantities of candidates however they could yield the right one.
A: This is something that NewHire often helps our clients do. You’ll have to lay out a hiring process that you believe in, make it clear and logical so that your current leaders understand it, and hold people accountable on following through on that hiring process.
Our own 6-Step Process is no secret, and it works very well. Most of the time, getting those leaders to understand how to select talent falls into the first step in recruiting, preparation.
There were no questions on Screening talent. That concerns me! Because having an efficient and objective screening process that relies on information about the candidate is important when there are a lot of candidates to sort through. Trusting your intuitions about a person’s resume can often lead to mistakes. Even the President of NewHire misspelled his first name on a job application once upon a time. Are you passing up the perfect candidate because of something small and insignificant?
For more questions and answers on pressing recruiting questions, see Part 2 of this blog post here.
What if you have everything right, but you release your job ads at the wrong time? You have the perfect, professionally written job ads. You have a plan to push it on the major job boards and throughout your network so as many candidates as possible will be able to see you advertisements. All you have left to do is publish the position to to the job boards. And so you just do it, because it’s the next step in the process, right?
Posting job ads at the right time is just as important as every other step in the process. If you want to maximize the return on your advertising budget, it is essential that you choose the right day and month to advertise. You could have all of your ducks in a row when it comes to knowing who to hire and knowing where to advertise, but if you decide to post job ads when all of your perfect candidates are eating Thanksgiving leftovers and watching football with the family, then you could lose out big time.
It is understandable that a lot of hiring managers and business owners feel the pressure to move forward quickly. The process of hiring costs money and productivity. This is why it is important to weigh your costs versus your need for speed. If, like most people, you need the right candidate, and you need them soon, then publishing your job ads on a date that will be more conducive for getting them in front of candidates should be the obvious choice. Here are some things to keep in mind when you are thinking about when to advertise:
If Grandma doesn’t want my elbows on the table at Thanksgiving dinner, you can be pretty certain she doesn’t want my laptop and resume anywhere near the gravy boat. Posting job ads on January 1 will probably yield more candidates than advertising during the busy holiday season.
Some jobs have a highly seasonal work load. For example, if you’re looking to hire a CPA, maybe advertising at the end of the year or at the height of tax season when most accountants are burning the midnight oil isn’t the best idea. Candidates won’t have time to look for a new job if they are under a lot of pressure at their current job. Does the job you are hiring for have a time of month or year that is busier? If you post job ads during this busy season, will the effectiveness of your advertising be compromised? Schedule advertising when the busy season is coming to a close.
Yes. The day of the week matters. Our statistics show that in a given week, more people look for jobs on Monday than on Friday, Saturday and Sunday combined across all job ads. The graph below shows the visits to the NewHire job board throughout July of 2014. The red dots indicate Monday. The green dots indicate the weekend. These results can be repeated week after week, month after month. People look for jobs on Monday.
Even the month of the year can have a big effect on the number of qualified candidates that apply for your job. Is your target candidate a recent college grad? Most college graduates finish school in the beginning of the summer. Advertising for entry-level positions might yield the best results in the spring or early summer.
The pressure to get that person hired comes down to ensuring that the right person is hired in a timely fashion and within a reasonable budget. Advertising at the right time is all a part of maximizing the return on your investment. Choosing the right day, week, or month to advertise could save you time and money, and most importantly it can also impact your ability to attract the best available talent.
In 2014 Indeed was, once again the biggest winner in the world of Job boards, bringing in 47% of all candidate views and 30% of all NewHire applications for employment. But don’t discount that other 53% of candidate traffic which accounts for roughly 70% of completed applications. This balance of candidate traffic is coming from a combination of other sources, including CareerBuilder, Craigslist, NewHire job board, social media, and array of other smaller job boards. When you’re hiring, don’t miss out on 70% of the possible applicants! Be sure to advertise open positions broadly and take advantage of the power of the internet.
NewHire strives to help our clients make the most of their advertising dollars. For years, we’ve tracked the ability of major job boards to bring candidates to our applications. As we’ve noticed major shifts in job board performance, we’ve adjusted our advertising packages to make use of the most up-and-coming job boards. Most recently, this has been reflected in changes to our most popular ad package.
We look for ways to maximize the value of recruitment advertising by targeting job boards that yield the most candidate traffic. One of the tools we use to learn about candidate traffic is Google Analytics. As an example, the graph below shows total candidate traffic from all sources at the beginning of the new year.
We also have the ability to look at an individual job and say, “You have this many applicants, and the most have come from this job board.” We use this information to allocate resources more efficiently. By spending more money where it counts and less money where it doesn’t, we save time and money.
Looking at individual jobs can be useful, but the sample size is small. Let’s look at the candidate traffic from all of 2014. The following graph shows the percentage of views from each of the major job boards that we use in our advertising packages, plus a job board that one of our bigger clients used extensively.
For 2014 data, with over 500,000 candidate views total, the Indeed job board makes up almost half of the traffic. Over the last several years, Indeed has steadily increased its presence as a premier job board. The other substantial pieces of the pie, those labeled “Direct” and “Other,” are more amalgams. The “Direct” category is a combination of candidates who arrive from certain Craigslist ads in low population areas (where we can’t hyperlink directly to the application). Additionally, candidates arriving from the NewHire job board also appear in the “Direct” category. The “Other” category is from the many smaller job boards that re-post ads. Each one brings in a little bit of traffic but all together they make up nearly 12% of candidate traffic.
CareerBuilder and Craigslist continue to run neck and neck in the views they provide. SimplyHired is a board that one of some clients have elected directed a lot of traffic in the past few years. LinkedIn seems to have the smallest piece of the pie here, but there’s a little egg on our face, because some of the 2014 data was temporarily unavailable to us. We are confident that 2015 will show more traffic from LinkedIn.
Now – let’s look at applies. The total apply rate for 2014, taken by dividing our total number of views by the number of applicants, is around 15%. Luckily, we can also break down where those applicants originally came from, and get a better idea of how each job board is really performing for us.
With no surprise, out of 86,000 applies, Indeed is still the biggest contributor with around 30%. “Direct” applies are almost equal to those from Indeed. “Other” applies make up around 15% of the pie, a bigger piece than they grabbed when we look at the candidate Views pie chart. CareerBuilder, Craigslist and LinkedIn also have a strong apply rate, despite their smaller percentage of views. It’s interesting to see that CareerBuilder and Craigslist have a strong showing when it comes to candidate applications, as you can see in the Apply pie chart.
With Indeed grabbing the lion’s share of views and applies, is it worth it to keep advertising on the other job boards? Should we just put all our money into Indeed? The answer, in short, is no. We can also look at a job board’s applies as a subset of the number of views from that board, and we can figure out what a job board’s individual apply rate is.
For example – CareerBuilder had 9,228 applies in 2014, out of 23,757 views. That gives it an apply rate of 38.84%. That means almost 40% of people who saw a job from NewHire on CareerBuilder went through our process and filled out an application! This is great when compared to the average apply rate, which is 15%. The graph below shows the apply rate of the major job boards.
Indeed, which dominates both views and applies, only has a 10% apply rate, which means a lot of people look at our posting on Indeed, but don’t actually apply. CareerBuilder, Craigslist and LinkedIn, on the other hand, show 30-40% apply rates. Other and Direct are also important sources of candidate applications.
Your job should be advertised on multiple job boards to take advantage of the Direct and Other categories. Candidates search for jobs on many different smaller and larger boards.
You should make sure your job is on Indeed, because it’s the biggest board out there right now.
Don’t forget to share your job on social media and throughout your network, LinkedIn, Twitter or Facebook, which ever you use. “Other” makes up for a large portion of the application pie.
There are good reasons that employers might want or need to have a confidential job listing and conduct a confidential search. Here are some common reasons we hear from employers:
As an owner and employer I empathize with all these concerns and feel they are reasonable. But (you knew it was coming, right?), there are a few important reasons to think long and hard about the decision to execute a confidential recruiting process. Posting a confidential job listing or ad can have several unintended consequences which need to be considered before the final decision is made.
You may not be able to win the war for the best available talent if the ad is confidential. Loosing a few candidates wasn’t much of a concern just a few short years ago, when very few companies were hiring. But today, competition for candidates is heating up. A confidential job listing can hurt your ability to attract top talent.
Candidates are sophisticated consumers and will do research on the employer, looking at employee reviews and LinkedIn before they invest time in the application process. If the candidate can’t verify what they see in the ad, they may not invest their time and effort to apply. You could get a much lower candidate response rate with a confidential ad and recruiting process.
In order to maintain confidentiality, the ad is likely to be less specific and won’t include identifying information like key products, key markets, projects or attractive details about your work-place and culture. Omitting this information may make the ad less attractive to the top tier of candidates.
You will also miss out on valuable free advertising. Indeed.com (the largest and currently most important job board) doesn’t allow organic ads (free) for confidential jobs. You can advertise on Indeed, but you’ll have to pay for it. Additionally, you won’t be able to post the job on your own website, losing important free access to prospective candidates.
Remember that secrets are hard to keep, even when you run an ad that is stripped of most identifying information. In today’s interconnected, hyper-communicating, social-media-minded, technology-driven, nothing-is-private world, the employer might not remain private; especially if the person you want to replace sees the ad.
We’ve seen it happen! The employee sees their own job advertised and marches into the boss’s office in a huff. “Why are you advertising my job? Am I getting fired?” They demand information, they are mad. The conversation can be difficult, poorly timed and extremely disruptive.
How did this employee even find out? Typically, if you, the employer, are unhappy with this employee’s job performance, they are unhappy too. Unhappy employees are on the job market. Job seekers often set up automated alerts. Notifications of open jobs arrive daily in their inbox, and they recognize their own job, even if you’ve stripped out most of the company specific information.
If you are planning to recruit confidentially and let someone go once the new person is on board, I’d like to suggest an alternative approach. Have the hard conversation BEFORE you start recruiting. This strategy puts you in the driver’s seat, controlling the timing and tone of the conversation. You are more likely to have a better outcome, a better, more amicable separation and likely a smoother transition. Additionally, now you can include company specific information in the ad, improving the likelihood of attracting top talent.
If you’ve thought long and hard, weighing the risks and benefits of launching a confidential search, and you’re willing to take the risks, move forward with the confidential recruiting and post the confidential ad. But if you’re having second thoughts, maybe it’s time to explore an alternative approach.
In the age of the Internet, advertising open positions on online job boards is a great way to find candidates. But is it the way to find the best candidates? There’s no arguing that job boards are magical. They match up candidates who are looking for certain positions with companies who are looking for certain candidates in seconds.
Before the advent of job boards, companies posted ads in the paper or a sign in their shop window hoping they would attract the right person. We’ve come a long way since then. But there’s one lesson from the hiring techniques of yesteryear that many hiring managers have yet to “modernize”. The lesson being that the best candidates often come referred by friends. What’s even better? Asking your friends for referrals is free, easy, and often yields a higher percentage of qualified candidates.
Job boards do a great job of putting job seekers in charge. Candidate A wants a specific position, so Candidate A applies for them—even if Candidate A isn’t qualified.
Asking friends for referrals, on the other hand, creates a degree of separation between the candidate’s desires and the hiring manager’s desires. To state the obvious, if Candidate A was referred to you, then Candidate A is no longer the only person who thinks they are right for the job.
So how do you go about seeking referrals in the age of the “phablet” when everyone is too busy to pick up the phone? Make it easy to share! Here are a few ways to start:
Remember, sharing your job through social networks does not replace using job boards as an advertising strategy. You never know where the right candidate is going to come from; and we’ve hired hundreds of qualified candidates by using both strategies. Still, since sharing a job socially only takes 140 characters, why wouldn’t you do it?
When combined with the world of job boards, social sharing will help you fill the top of your recruiting funnel with people who can get the job done. How’s that for magic?
In advertising an open position, it’s important to be as transparent as possible about the job at hand. A field’s top candidates have their pick of positions, and most applicants don’t consider guessing potential income to be a game worth playing. At NewHire we found that the number of applicants increases significantly when employers list a salary range, a dollar amount. This indicates that salary is a top factor when it comes to deciding whether to apply.
Some business owners and human resources professionals have concerns about posting salaries. But for the benefit of your recruiting efforts, consider changing your thinking when it comes to these concerns.
Here are three of hiring managers’ common concerns/questions when it comes to whether to list a salary range—and reasons to consider adjusting your strategy.
It can be uncomfortable for employees to discover that a position is available within their company that is paying significantly more than they’re making, especially if they haven’t received an increase in their own wages. But employees may perceive salary information differently, especially if it’s for a different position than their own. They understand that each function in the company comes with a correlated pay. Also, with the accessibility compensation websites like Salary.com, most people are no longer in the dark about what positions are paying.
To attract top candidates and keep your employees happy, be prepared to handle internal inquires about why a certain position commands more pay than another. Revealing salaries could also motivate employees to work toward higher-level positions, which could eliminate recruitment for those roles in the future.
It’s common to receive a variety of resumes with varied experience levels when you have an open position. You may locate a standout candidate with little experience, or you may have a 10-year, seasoned expert. If you are open to both extremes, it is best to settle upon a salary range that would make sense for the respective candidates.
There are instances where it would be out of the question for you to list a salary range in your advertisement. In these circumstances, it’s best to state that you are paying a competitive wage. Then, if you are using a NewHire application, create a customized question asking what salary the applicant would be expecting in your open position.
For budgeting purposes, it’s important for you to know what salary the applicant is looking for, and if you move forward with the candidate, they will know you have noted their requirements.
These are a few suggestions to get you moving toward advertising a compensation for your open positions. Do you have any other situations that you feel are preventing you from listing a salary range? Do you have any additional reasons why consistently advertising salary is a great idea?
Maybe you have seen them while prowling around Internet job boards. I call them “Do Not Enter” ads. They are job advertisements that focus on turning away unqualified candidates instead of luring in qualified candidates. Postings with this type of job ad jargon meant to keep candidates away are everywhere.
Whether by habit or another reason entirely, hiring managers still use job application jargon to keep certain candidates from applying. The main focus should be on getting the right candidate in the door, not keeping candidates away. They use jargon that is specific to their workplace, “need not apply” statements, and other fence-building tactics to keep unqualified candidates out.
I understand the logic here. If only qualified candidates apply, a hiring manager only has to sort through resumes and applications that deserve attention. But at what cost? Is it possible that the right candidate – the person who is the most perfect fit for your job – is also being turned off by that job-specific jargon?
Shouldn’t we be more focused on attracting the right candidate than turning away the wrong ones?
Luckily, in a tech-world, there is a technological solution. Applicant tracking systems have made sorting through your candidates as easy as a click of a mouse. Modern technology alleviates the concern that you may have to filter through hundreds of resumes. With online job applications, resumes are a thing of the past. Tossing out resumes and using modern ATS technology will allow us to make the best possible hire for our companies by luring in the right candidates and sorting out the wrong ones quickly. Not turning them away, but rather sorting them out.
Ultimately, hiring is about one important thing: finding the right candidate for your job. We believe there is a special candidate out there for every job. And in an era of simple online applications, those candidates are trying to figure out quickly whether they can perform the tasks described in an ad. If your ad is full of jargon, the likelihood is much higher that it will be ignored, and the right candidate for your job will be out of your line of vision.
Open the gates!
If you are stuck between discouraging unqualified candidates and avoiding blocking the candidate from applying, the choice is simple. Open the gates and let as many candidates in as possible. By searching key points in an online application, an employer can save time and money that would have been spent reading through resumes. Then, more time can be spent on the four or five candidates most likely to be the one.
So go back and take a look at your most recent job advertisement. Did it use jargon? Were you focused on making sure certain candidates didn’t apply? Take the “need not apply” statements out of your job description and replace them with statements that get candidates excited to apply.
Give job seekers a few sentences to let them know whether your job is one they would like to work in or not. If I’m a job seeker, what four or five things will I be doing on a daily basis that will add value to the company? What is your company all about? What makes it a great place for me to work? And what tangible things qualify me or disqualify me from competing for this job? Answer those 4 questions in a way that’s easy to understand, and your job advertisement will get you more qualified candidates.
Using technology, the application sorting process is easier, and by extension, the application writing process is easier. Now all your focus can be on attracting the right candidate to apply, which is the best way to get the ideal employee for your company.
Recruiting sales people is hard. It takes time, effort, money, attention, patience, persistence and more. Huh… finding and hiring sales reps takes the same effort and tactics required to sell a product or service. Coincidence or not?
But even if you dedicate yourself to the list above, your chances of making the wrong hiring choice are greatly increased if you fail to follow these 3 keys to recruiting sales people.
Dave Kurlan’s OMG assessment can be configured to screen for 14 different sales roles. Howard Stevens of the Chally Group defines 14 sales specialties. Saying you need to hire a sales rep or account manager is not good enough. Do you mean inside sales of a service? Outside sales of a commodity product? Enterprise sales? Account Management? Each choice has consequences for how you source, screen, assess and hire.
While experience is a good teacher, it is also a poor indicator of future success. When reviewing the experience of candidates for sales jobs, it is rare to find a candidate whose experience is so close to your selling situation that you can use it as an indicator. Almost always, the variables from one company to the next (even when they sell the exact same product or service) are too great to be able to compare apples-to-apples.
The crazy part is that you already know this. When I recently asked 75 business leaders responsible for hiring sales people, how many of their experienced hires were successful, two raised their hands. When I asked how many still included years of experience in their job descriptions, all raised their hands!
Question: When’s the right time to hire a great sales rep?
Answer: when you find her.
But… if you are not looking how will find her? You won’t. Great sales companies recruit sales talent continuously. If you use a great multi-step screening process, using a valid assessment, it does not have to take up all your time.
Make sure that you have the tools, time, authority and accountability to ALWAYS BE RECRUITING.
Looking to hire your own sales superstar? Check out our Roadmap on How to Hire Better Salespeople. You’ll learn the 3 job boards you have to be on to engage with sales talent, the assessment strategy you’ll never hire another sales rep without, and the best interview tips for hiring sales reps. Get it here…