The following is a tongue-in-cheek presentation of a real issue that a friend of mine is experiencing. I thought you all might be interested.
The next time my boss is in town, I want to schedule a lunch to discuss some of your predictive modeling thoughts as it relates to sales. Our hiring process for sales and recruiting is targeted at hiring “A players,” and is fairly drawn out. The challenge that we face is balancing this against available talent in the market place.
We lose candidates because we move too slow, and we pass on others that we could get reasonable productivity out of. It all adds up to lost opportunity for revenue and market share. Of course there are downstream implications of broadening the scope of folks that we hire, but these can be managed.
“Frustrated” with sales talent in Ohio
Your thinking is exactly on track in terms of the balancing act. Not everyone has to be a superstar now. Everyone does need to have a positive ROI within 12 months, in my humble opinion. It’s a journey. We start wherever we are and maximize what we have. Then we need to keep our eyes open along the journey, because true stars don’t show up on a schedule. They show up when you’re theoretically already fully staffed. This approach enables you to be confident in making those decisions to “overstaff” for a few months while you make room for a true star that you can be confident is a true star. Over time then, you only have to get rid of people when there is no ROI and that’s not really that difficult. At that point, they probably don’t want to be here and, frankly, we don’t want them here.
The predictive approach “frustrated” is talking about is an approach that enables you, the hiring company, to be 95% certain when you make the hiring decision that the candidate will be achieving quota within one year of the hire date. Not bad odds really…and wouldn’t you like to be the candidate too, knowing that the fit is good and you can proceed with confidence?