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The latest news, trends and information to help you with your recruiting efforts.

Posted April 19, 2018 by

Succession planning should include development of entry-level talent: Interview with Kelly Renz

 

Succession planning often focuses on executive roles only, but as Kelly Renz of The Novo Group says, “that’s missing the boat.” I caught up with Renz, who is CEO of The Novo Group, where they believe better people means better business. She claims to be a non-conformist when it comes to business practices and she’ll be a speaker at SHRM 2018, presenting “Demystifying Succession Planning: It’s Easier Than You Think!” She insists that succession planning is not rocket science and has great insight into the importance of developing your entry-level talent.

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Posted April 03, 2018 by

Successful variable pay programs: Interview with John Rubino

 

Variable pay programs are rising in popularity. John Rubino, president and founder of Rubino Consulting Services (RCS), knows a lot about this trend and how employers are currently succeeding (and failing) at implementing variable pay programs. Rubino will be a speaker at SHRM 2018 conference, presenting “Successful Variable Pay Programs in Action: A Case Study Using a Proven Eight-Step Design Approach.” I connected with Rubino to get his insight into how to ensure success, what mistakes to avoid, and what it has to do with engaging entry-level employees.  (more…)

Posted April 17, 2017 by

Recruiting salespeople who are adaptable, not just competent

 

You obviously want a competent sales team, as that’s tied to the rest of your financial performance and metrics. But the definition of “competence” may be somewhat shifting in the sales function. You need to be recruiting salespeople who can adapt and adjust to a new environment fairly quickly. And that’s likely to require new approaches to thinking about, and measuring, candidates in our sales pipelines.

The value and quantification of sales

Sales is also one of the most trackable elements of an organization. While the ROI on a training program or employee engagement program could be more subjective, sales is often very direct. Salesperson A sold X-items for Y-total, and Salesperson B sold A-items for B-total. If Y is higher than B, we can infer Salesperson A did a better job in that time frame (typically a quarter).

At the intersection point of “crucial function” and “relatively easy to measure/compare,” we come to this question of whether hiring managers overrate competence.

Competence and adaptability

First: in this context, I define “competence” as conventional recruitment markers of success. For a salesperson, you’d measure their previous sales. For an entry-level salesperson, it might be GPA, college attended, etc.

One of the biggest arguments against hiring on conventional competence measures is that skill sets can be learned. Today, salespeople need to be adaptable. The idea of “adaptability” is that a salesperson could learn a new skill set (or learn how to sell a new product/service) within a relatively short amount of time, even if his or her background was in an entirely different industry. In essence, it means someone who is receptive or responsive to changing priorities at work.

Don’t hire brilliant jerks

There are some generalizations here. In a long-form article on Quartz a few years ago called “This is why people leave your company,” Netflix CEO Reed Hastings had this to say (see photo below):  (more…)