July 29th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Are You Missing the Best?
by Dr. John Sullivan
The quality of those not hired is the most valuable recruiting metric that you have never heard of! It informs you how often your organizations is failing to hire the highest quality applicants.
A few years back I was advising a Fortune 100 firm that had a painfully slow and somewhat arrogant hiring process. To demonstrate the negative impact of their process I had to prove to a skeptical senior manager that they were letting top candidates get away. I asked a manager hiring for an important job to rank, in order of quality, 100 applicants who had been sourced for the role. The chosen rank was discretely written on the back of paper copies of the candidate’s resumes. Months after the role had been filled, the manager was asked if they were satisfied with the hire. He was, and felt quite certain that he had successfully hired a “top 5” candidate. After hearing of his satisfaction I had him look at the initial rank he had provided the candidate who was later hired: 75.
You can imagine his shock when he realized that the hiring process had somehow let every single one of the top-ranked applicants that the firm had prided itself in hiring “every single time” slip away. Clearly the quality of the people who they didn’t hire was significantly higher than the quality of the one that they did.
Selecting HR Metrics Is Unfortunately Not a Scientific Process
Most organizations adopt metrics based on those covered by benchmark reports or that can be easily enabled via their technology providers, instead of determining what they need to discover or prove. As a result, many organizations are burdened with data and reports that offer little in the way of guidance helping them improve their effectiveness. One metric often not fully taken advantage of is quality of hire, which I estimate less than 40% of organizations even attempt to use. Even fewer use the quality of hire derivative, quality of those not hired, because it can very quickly demonstrate how poorly a process performs.
Determine Where Your Recruiting Problems Are Occurring
During an advisory conversation with a recruiting leader at a well-known social networking firm experiencing difficulty achieving hire diversity, I asked “at what step or stage is your recruiting process failing?” I wasn’t surprised when he responded “we don’t actually know, we just know that the overall recruiting process is not producing the results we need.” Like many organizations, this organization lacked well-thought-out metrics that enable both performance reporting and process diagnostics.
Recruiting processes fail because either they do not attract enough top-quality candidates up front, or they fail to accurately identify, assess, and sell those attracted on the job at later stages in the process. Most organizations focus heavily on measuring sourcing effectiveness, but ignore the later stages of the process altogether. One benefit of using a “quality of those not hired” metric is that it focuses exclusively on the back end, where I estimate at least 50% of those organizations not meeting their goals have problems. If you doubt that the problem is post-attraction, ask your favorite agency or executive recruiter what percentage of qualified candidates are lost due to slow or ineffective actions on the part of hiring managers and corporate recruiting processes.
One of the purposes of the quality-of-those-not-hired metric is to force organizations with a high percentage of quality hires slipping away to identify where in their process the talent opts out or gets dropped. There are six post application stages where firms lose top candidates, including:
Resume screening process — the ATS, a recruiter, or a hiring manager mistakenly screens out top applicants.
Telephone screen — top applicants rank poorly on their phone screens or their screen cannot be completed, so they are dropped from consideration.
Interview scheduling — they get frustrated over the number of interviews and dropout or they cannot complete them in time because of scheduling conflicts.
Interview assessment — they voluntarily drop out before the interviews can be completed, or the interview process mistakenly rates them poorly.
The offer process — either the process fails to include most of the top applicants on the list of finalists, or they reject the offer.
Reference checking — even though they are high-quality candidates, they somehow fail the reference/background check.
Since the goal of a good metric is to help you identify what is not working, carefully select and implement at least one metric that can point out failures occurring during the latter stages of your recruiting process.
Focus Only On the Top Candidates
A quality-of-those-not-hired metric can become cumbersome if it attempts to categorize the quality of every applicant who doesn’t get hired. In order to save time and money, narrow your focus to the strategic issue of “what happened to the cream of the crop?” Out of 50 applicants for a single job, there might only be three who were so qualified that a hiring manager would actually regret failing to hire them. I call these individuals “regrettable misses,” and it is these folks that the quality-of-those-not-hired metric aims to highlight.
Action Steps for Developing a “Quality-of-Those-Not-Hired” Metric
If you decide to implement a quality-of-those-not-hired metric, there are several action steps to consider, including:
Setting goals — I recommend that you set goals for the use of this metric that include: accurately identifying the top three to five “regrettable” candidates; determining what percentage of top candidates become finalists for the position, and determining what percentage of new hires came from the top candidate list.
Select an evaluation range — this metric should focus solely on reporting the progress of “the very top applicants” who senior managers would regret not hiring. To limit the scope of evaluation, preselect what size of candidate slate will be evaluated. For most jobs, three to five top applicants would be a sufficient number to track. You can also use a set percentage of all applicants (i.e. top 10%) to define what you mean by top.
Determine when to identify top applicants — identify the top applicants early on in the hiring process so that you will have time to address any issues that emerge before a final hiring decision is made. If you are conducting an audit post hire, you need to make sure that the person doing the initial selection isn’t aware of which individuals were finalists and who was hired.
Select methods for identifying top applicants — the best method for identifying the top applicants is to have multiple evaluators select a finalist slate that is then merged to create the sample that will be monitored. An alternative approach involves using the profile matching capabilities of your ATS to produce a listing of top applicants. A third possible list segments applicants who come from high-value benchmark firms.
Report the metric in percentages — the best way to report the quality of “those not hired” metric is in percentages. For example: 66% of all finalists came from the top-ranked list, and 47% of the time a top-five-ranked candidate was hired.
Identify the stage where top talent slips through — for high priority and mission-critical jobs, after the hiring process is complete, identify at what specific stage in the recruiting process did a top applicant opt out or get dropped from consideration. You can then use that information to improve that stage.
Identify cause for top candidate removal from consideration — if a significant number of top candidates opt out or are dropped from consideration without becoming finalists, follow up and find out why. If your process screened them out prematurely, recruiters and hiring managers must be questioned to identify what knockout criteria is being applied. If the candidate dropped out on their own, they need to be questioned to see if their early withdrawal could’ve been prevented.
Keep in touch — separate from the process of calculating the metric, the organization should keep in touch with and build a relationship with the high-quality applicants who you regret missing. Building this relationship will help to ensure that they will favorably consider another opportunity with your firm in the future. Develop an alert system so that the star applicants can automatically receive e-mail alerts whenever a relevant job opens up.
Sample “Quality of Those Not Hired” Report
Here is a sample report illustrating what a recruiting leader or hiring manager might see.
Job Family: ASIC Engineer
Report Period: Q3 2010
Hire Volume: 53
Metric
Job Family
Organization
Percentage of top candidates in finalist pool
53%
52%
Party responsible for removal from consideration
–candidate filtered out by recruiting process
17%
48%
–candidate opted out of recruiting process
83%
52%
Percentage of top candidates who rejected offer
95%
22%
Percentage of hires from top candidate slate
31%
42%
Process stage contributing largest slate loss
Interview Scheduling
Recommended Actions
Candidates reported that more often than not interviews would need to be rescheduled because times initially proposed were no longer available upon confirmation. Many candidates reported that it took recruiting coordinators longer than a week to confirm meeting dates and times. Solution:
Allocate dedicated time slots to recruiting activities that cannot be booked by other activities more than 24 hours in advance.
Establish service level agreements that call for manager response to scheduling inquiries within four business hours.
Final Thoughts
If you were a competitive fisherman participating in a pro fishing tournament and you repeatedly landed prize-winning fish, you would be justifiably proud. However, if you repeatedly caught prize contenders but lost them prior to tournament completion, wouldn’t you want to know exactly where and why you kept losing them? That is exactly what the “quality-of-those-not-hired” metric tells you. It reports how often you successfully land a great applicant, but fail to convert them to employee. Your organization can’t attain the highest level of new hire on-the-job performance (quality of hire) if your process allows the highest-quality applicants to be missed.
About the author
Dr. John Sullivan is a well-known thought leader in HR. He is a frequent speaker and advisor to Fortune 500 and Silicon Valley firms. Formerly the chief talent officer for Agilent Technologies (the 43,000-employee HP spin-off), he is now a professor of management at San Francisco State University. He was called the “Michael Jordan of Hiring” by Fast Company magazine. More recruiting articles by Dr. Sullivan can be found in the ER Daily archives. Information about his numerous other articles, books and manuals about recruiting and HR can be found online.
Sullivan, John. “Measuring the Quality of Those You Didn’t Hire –- Are You Missing the Best?” ERE.net. 26 July 2010. Web. 29 July 2010.
July 26th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
In today’s market with thousands of unemployed sales professionals all vying for the same job hiring managers are spending more time reviewing resumes than identifying top sales professionals. Here is a solution that many of our clients find effective.
If you have an open sales position please contact one of our recruiters or click here to kick-start the process and let us know the type of sales professional you are looking for.
Our client is a leading provider of custodial data reconciliation for financial institutions. They help wealth management organizations and trusted advisors build a stronger and more profitable relationship by providing timely and personal levels of service. Our client is a small company that is looking to explode in growth this year. This is a ground floor opportunity for you to jumpstart your sales career with a growing financial software company.
This role requires exceptional presentation skills and comfort selling to the C suite at very large financial institutions. A solutions oriented, creative and accomplished Channel Sales Executive is needed to increase and build the reseller partner channel. In order to be an effective contributor you must have strong financial expertise. You will be tasked with leveraging yourself and organization as industry experts in order to drive brand recognition and increase sales.
The ideal candidate will have a minimum of 8 years of sales experience with a strong understanding of the financial services software industry and channel management. Must be aggressive and have the ability to work under pressure. Possessing a strong work ethic, aggressive self starter personality and willingness and eagerness to learn is a must.
July 26th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Bob Walmsley Reveals How Marketing Automation Helps Companies Adapt to Changing Buyer Behavior
Robert M. Walmsley is President and CEO of Tailwind Strategies. He’s spent over 20 years building high-tech sales and marketing teams. From achieving 3X revenue growth in 3 years to contributing sales leadership to a company ranked #1 on the Inc. 500 list as the fastest-growing company in America, Walmsley has the experience to show you how marketing automation can contribute to your company’s growth strategy.
Marketing and sales alignment has long been an issue easier to debate than to achieve. In this section of The Quintessential Marketing Automation Guidebook, Why Marketing Automation is a Must-Have for Every B2B VP of Sales, Bob Walmsley sheds light on the sales implications of the shift to buyer control.
In a buyer-controlled sales process, generic responses just won’t do the job. Walmsley validates the increased need for marketing and sales alignment based on the following:
Sales bottlenecks have moved up the funnel.
Your website is now the first sales call.
Shrinking attention spans demand faster response.
Traditional B2B sales cycles are out of sync with today’s buying process.
“…the discovery process has been reversed. It’s the buyer who’s doing the discovery now, not the seller, and typically they have more information. In fact, it’s not unusual for buyers to have read more information on the Web than the salesperson they’re speaking with.”
Walmsley makes the case for how marketing automation systems support the closed loop process that brings marketing and sales together. In fact, without it, sales cannot possibly gain the right visibility into the activity in the early buying stages or know how to respond with relevant, high-value information to address the prospect’s specific stage of the buying process.
The marketing-to-sales process has converged. Both sides need higher visibility and processes to meet buyers on their own turf based on insights from both ends of the buying cycle. Without this, companies are working blindfolded. However, by connecting marketing automation with CRM, your business can now generate that elusive 360 degree view of customer contact, necessary to do business in today’s digital business environment.
If you’d like to see your call connect rates improve from the typical rate in many industries of around 8% up to 40%, Walmsley provides insights to how marketing automation will connect your marketing and sales teams, enabling that outcome.
Click here to read Walmsley’s section: Why Marketing Automation is a Must-Have for Every B2B VP of Sales or Download your copy of the complete eGuide today.
Mayfield, Emily, Christopher Doran, and Jeff Erramouspe. “The Quintessential Marketing Automation Guidebook Spotlight: Bob Walmsley | Funnel Focus | Insights on B2B Marketing.” Marketing Automation, Demand Generation, Lead Nurturing – Manticore Technology, Inc. Funnel Focus, 20 July 2010. Web. 26 July 2010. <http://www.manticoretechnology.com/blog/index.php/the-quintessential-marketing-automation-guidebook-spotlight-bob-walmsley-reveals-how-marketing-automation-helps-companies-adapt-to-changing-buyer-behavior/>.
Our client is an established IT outsourcing company for businesses in the Northeast. They have been in the space since 1994 and they specialize in broad selection of on-site and remote IT services.
They are seeking a Technology Selling Sales Manager who will provide leadership and direction to the sales team but will also source and solicit new clients. Management of the sales team including performance reviews, conducting training and professional development and ensuring quotas are achieved. Position also requires frequent travel between Boston and New York.
Requirements:
BA in Business
5 + yrs selling professional services / solutions with a track record of success
High energy and self motivated.
Assertive, Entrepreneurial spirit
Excellent communication skills and work comfortably in a fast paced, fluid environment
Have a hands-on work style, team player, willing to roll up their sleeves to get the job done
July 19th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
On Saturday, July 17th, Alex and I made our way to Fenway Park. After a fun-filled company outing to Monkey Trunk’s (a high rope and zip line park) we were quite tired, our muscles ached and the strong summer sun and heat was sucking up our last bit of energy. To make matters worse we arrived at Fenway Park without our tickets (we were out of the office the day before and hadn’t received them in the mail); therefore, we were sent on a wild goose chase around the park asking anyone and everyone where we could find the Jimmy Fund event. Determination outweighed the blank stares, perplexed security guards and crowds of people. We were on a mission to meet “our Hero” (Jimmy Fund Clinic patient) and we weren’t going to leave until we did.
Finally, we arrived at Gate B (3rd time’s a charm), talked to the security guard, who talked to an ambassador, who talked to an event planner, who was able to find our point of contact, Danielle, and let her know that two Treeline representatives were waiting at the gate. Five minutes later she arrived at the gate holding two tickets and we made our way to the Players Club.
As we entered the room, the sweltering sun, aching muscles, and “exhaustion” we were complaining about disappeared and we were among young children that had endeared more than Alex and I had experienced in our entire lives. It was then that I realized why they are our “heroes.”
Seeing their smiling faces as they ate their pizza, played Wii, and met their sponsors reminded us what truly matters in life. We sat down at our assigned table and met our “hero.” Unlike the other “heroes,” Mike was much older than the children. He was diagnosed with breast cancer about a year-ago and has been in remission since last November. He was asked to be a “hero” in order to raise awareness about male breast cancer. He talked about how helpful and supportive everyone is at Dana Farber and the great care he has received. He was a pleasure to meet and truly embraced life.
Dana Farber made a video to raise awareness about male breast cancer featuring our Hero, Mike.
For the past three years, Treeline has participated in the Boston Marathon Jimmy Fund Walk and the money that we raise directly impacts the lives of our Hero. Everyone on the Treeline team is responsible for collecting donations by November 1st.
July 15th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Ernst & Young recently conducted a survey examining corporate growth expectations over the next two years. The survey measured key economic and performance indicators among US companies with $500 million to $3 billion in total revenue. The survey uncovered optimistic hiring trends.
75% of senior executive indicate they are optimistic about achieving their companies’ growth expectations over the next two years.
According to the survey, companies that plan to grow also plan to hire over the next year.
40% of the executives surveyed anticipate an increase in hiring over the next year.
The industries most likely to expect growth in both revenue and profits are:
Technology: 74% revenue and 72% profitability
Financial services: 69% revenue and $63% profitability
Retail/Wholesale: 69% revenue and $63% profitability
Senior executives indicate that they expect an increase in hiring due to “new growth” and a “return to pre-economic downturn levels.”
Among the companies looking to hire, the survey revealed the barriers that hiring mangers face. Only 8% of respondents indicated economic uncertainty as a barrier, while 22% said finding qualified candidates.
How can companies find qualified candidates?
Here at Treeline, we believe in “Recruiting 2.0.” We have found that the traditional ways of hiring are out-dated. Resumes do not really tell a hiring manager who they are hiring and how they will be an asset to their organization. That is why we created DADO. Candidates ”Join Our Network” and answer targeted questions based on the key criteria hiring mangers want in their next top performer. A “DADO profile“ includes a candidate’s picture and video, LinkedIn profile, references, sales stats and resume.
We believe that we have streamlined the recruiting process. Try DADO and experience Recruiting 2.0!
“Ernst & Young LLP Survey Uncovers Optimistic Hiring Trends.” Small Business Trends. 13 July 2010. Web. 15 July 2010. <http://smallbiztrends.com/2010/07/ernst-young-llp-survey-uncovers-optimistic-hiring-trends.html>.
July 12th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Account Director
Do you have experience selling directly to Pharmaceutical Brand Managers?
Account Director 642 – MA – Marketing – $135k
Our client is a rapidly growing company that sells pharmaceutical marketing solutions. They have built strong relationships with major pharmaceutical companies nationally and are regarded as a thought leader in the pharmaceutical industry.
This opportunity is calling for a successful senior account manager to build strong relationships with pharmaceutical brand managers. This is a relationship role that requires solution sales experience and a strong focus on customer satisfaction. It requires about 30%-35% travel to NY, NJ, PA and MA
The ideal candidate will have a minimum of 7 years of experience building relationships with brand managers in pharmaceutical companies.
July 8th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
“Good intros are the kind that contain insight and announce a profound experience. Good intros have edge and experience. Good intros make listeners hold their heads still and focus, with widened eyes and parted or pouted lips.” – Carmen Taran
As many of you know, Treeline attended Selling Power Magazine’s game show, “Make that Sale!” where sales executives participated in three different contests, one of which was to deliver a winning one-minute elevator pitch. Out of the four contestants, two of them were coached and consequently, the two that were coached had the highest scores.
So, what differentiated their pitch from the others? Carmen Taran, the author of, Better Beginnings: How to capture your audience in 30 seconds helped them with their pitch and ultimately, they captured the audiences’ attention using one or more of her ten techniques.
In her book, Carmen Taran, one of the co-founders of Rexi Media, a presentation skills consulting firm poses the question, “Looking over the presentations you’ve heard, how many beginnings do you still remember? Two, three, five at most.” According to Taran, if you use at least one of these ten techniques in the first 30 seconds of your next presentation you will be among the few presentations remembered.
Anticipation
Specificity
Inquiry
Incongruity
Novelty
Uncertainty
Complexity
Ease of comprehension
Indulgence
Staging
Taran organizes her book according to the emotional response you would like to trigger in your audience. She reminds the reader what the most important element is during a presentation: the audience!
Taran asserts, “Picture them with remote controls in their hands. They can shut you off at any point.” She includes many examples illustrating how to get the desired response in your audience. The book contains eye-catching images, and the information relates to all types of speakers, not just sales.
In the brief video below she pitches the key strengths of Better Beginnings.
July 6th, 2010 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
July 6, 2010 – July 9, 2010
Outside Media Sales Consultant
One of America’s Top Branded Advertising Companies wants to expand and needs to fill multiple job opennings in the Massachusetts, New York, and Connecticut region. They are seeking Outside Sales Representatives to call on business owners within the SMB market and sell them on various advertising options.
As a Media Sales Consultant you will be responsible for cultivating new business relationships and then up-selling into those established accounts.
The ideal candidate must have at least 3 years of business to business sales experience in an outside capacity. Must be accomplished and have a track record of consistent success. Must be persistent, have high energy and enjoy cold calling. Must be internet savvy.
