Improvements in Your Hiring Process Can Lead to Better Retention
Did you know that statistics show you will lose around 30% of your inside sales, business development, and sales development workforce within the next 12 to 18 months? The large turnover can be attributed to a multitude of factors. For many individuals, these jobs are entry-level positions, which means they’re still trying to figure out what they want to do. This also means there will always be the “he’s-just-not-a-good-fit” rational for letting individuals go. Additionally, it’s likely you will promote high-potential individuals, leaving these entry-level positions vacant.
Consequently, with one-third of the workforce transitioning, organizations need to take a closer look at their hiring and onboarding process. Here are a few minor improvements that can lead to better retention.
ABH (Always Be Hiring): First, always be hiring. Bringing on new BDRs/SDRs/Inside Sales Reps to your team can take you between two to six months. This time is broken down between one to three months of launching your hiring efforts, and three months of onboarding and getting the new team member fully ramped up. Consequently, it is important to always be hiring.
Craft Your Job Description: In partnership with your HR, recruiting, and hiring manager, take the time to appropriately craft your job description. Start with the right title, then follow with a short, engaging and exciting overview of the job and the company. Keep it real. Describe the job responsibilities, the importance of the contributions the individual will make, and the potential for growth. You might also want to get input from select team members to help you craft this.
Hiring Process: Design your hiring process by determining who and what will be included. Decide who will be interviewing the candidate, who will be doing the screening, and whether or not an assessment will take place. Additionally, don’t forget to incorporate a timeline. You want your candidate to have a good experience from day one.
Communicate: Communication with your candidate is key. You want to keep things tight and to a particular time frame. The decision to move the candidate to the next step should be communicated promptly, and the same goes for the decision not to move forward. There’s nothing more frustrating for a candidate than not understanding the process. So communicate the next steps to be taken or your decisions in a timely manner—whether they are in favor of moving forward or not.
Hiring Matrix: Design a hiring matrix that will include what you’re looking for in your candidate. Internally brief each individual who will be conducting the interviews on the matrix or score card, and decide what will determine a “go”, or “no-go”. Be objective about your decisions based on your interview matrix.
Decide: Once you narrow your decision to the final two or three candidates, move quickly through the process. Decide exactly what you’re looking for by considering multiple dimensions such as cultural background, experience, attitude and determination.
Extend an Offer: Finally, communicate your decision to your candidate. Should they accept your extended offer, provide clear instructions of what they can expect next, including the start date and time to show up, as well as any paperwork they should bring on their first day. Internally prepare your welcome package and a comprehensive agenda for their first week.
Improving on your hiring process can help you get ahead of the curve of turnover, increase retention, and minimize impact on your pipeline and sales results.