Why is it so important to have an efficient selection process?

Some stories tend to repeat themselves, even with different people. The story of a student who left the countryside to enter the university in the capital, entered a junior company and then managed to be recruited in an amazing place is one of them. Interestingly, that might be my story.

However, you might have read the title of this post and might be wondering if we made a mistake in the edit. So, dear reader, I tell you no, you are in the right place. And my goal here is to show you how out bound selection process is ensured I could be talking to you right now.

Millennial: how to deal?

These days I was reading the SaaS Blueprint (an amazing book by the way) seeking to understand the hallmarks of a SaaS company.

In this reading, I came across a vision of Jacco Van Der Kooij about Millennials, a vision that I – by some chance – fit. Basically, the author talks about how this audience likes dynamics, lack of routine, challenges and, above all, speed.

Millennials can’t stand doing the same thing for a full 15 minutes without losing focus (sometimes I can’t stay 10). At the same time, they want tasks, deliver results and be valued. After all, who doesn’t like to be recognized? And here is the key to the question of this text, do you understand?

An ideal selection process for Millennials

Generation X, Y or Z, there are many definitions that try to characterize a group of people born in a time. The truth is that the advance of technology – mainly in the 1990s and 2000s – is something that characterizes a generation that, officially in 2018, will be at least 18 years old.

Thus, more and more selective processes will target this audience, and I am living proof that companies have not yet adapted to their client’s demands. After all, what is a selection process if not a sale, from the candidate to the company, but also, the company selling itself to the chosen candidate.

But how well does it prove alive? I’ll tell you now: I spent a year at the Junior Company that introduced me to the business world, UCJ. At the end of my term, I looked for hundreds of opportunities, being ignored in some, passing through some stages of others, but nothing very concrete.

In this, I was referred by a friend to a position at a StartUp he was working on.

The process started with WhatsApp itself, with many conversations and 3-minute audios (to be economical). I was very excited about the possibility of finally starting to earn money working at a startup and with one of my best friends, and I jumped right into the opportunity.

However, time passed, I was referred to talk to the CEO of the company and, in short, I went to have a face-to-face conversation with them three and a half weeks after the start of the process, with no contact whatsoever for a few weeks. Like a good millennial, the anxiety increased as the excitement diminished.

The importance of an efficient process

Luckily, as the boy Ney would say, God is top and, in the meantime (in the fourth week after starting the process at this company), I signed up for the Outbound Marketing process for consultancy.

Three days after I signed up I had already had a conversation with HR (10 minutes after signing up), been interviewed by my current manager (the next day) and talked to the CEO (3 days after starting the process for a question of my schedule).

On a Friday, a week after the start of the Outbound process and exactly one month after the beginning of the other process, I received a call from HR saying that I had been approved here at Outbound.

A week-long process, every day a different step, always getting feedback versus a month-long process with occasional contacts.

It’s not hard to imagine in which one I felt most valued. (Detail: I received a positive response from the other company on the same day, but I don’t need to say what my choice was).

Learn to play your selection process

Before going out advertising vacancies in colleges, social networks, billboards and posts, reflect on your company.

In a sales process, it’s important to know about your product and your target audience, right? (And this you’ve already seen here on the blog). In a selective process, the reasoning is the same.

Know who wears your company’s shirt.

Every manager has gone through the experience of hiring someone who looks like they were born for the company. It has the same values, has the attitude of an owner and brings the best results. At the same time, the opposite is also true.

Candidates who are hired, but do not identify themselves and do not show good results, either leave quickly on their own or remain in the company, interfering with goals and generating labor charges.

In the book Sales Acceleration Formula, Mark Roberte gives tips on how to build an ideal team. One of the characteristics I would like to mention is: the importance of devising an ideal hiring theory.

Find out which profile stands out the most in your company – and what only gets in the way. Select the common characteristics presented by this type of profile, score these characteristics, performing a qualification matrix, learn and scale this model to other areas.

Minimize your errors, we know that selective processes are expensive – and a lot! Save your time and your money.

It is worth mentioning: a selection process without a correct hiring strategy behind it will result in hiring without a profile, results below expectations and, consequently, a higher turnover and lower revenue. See how it is a really serious problem?

“Hire slowly and fire fast”

This phrase is standard when talking about the selection process, but it can be misinterpreted. As I explained from my experience, the speed in my selection process guaranteed my interest and, for sure, saved time for the people involved in the process. So how does this phrase stand?

This entire process described in the previous topic is something complex to be done. Develop your ideal employee profile for each area takes time, errors arise and it is a process that must always be improved. So, this part goes into “hire slowly”.

Set the profile you want very well, but when you have set it and that profile appears, be quick. Value your candidate and I’m sure he will value – even more – the opportunity.

If the candidate still disappoints, don’t hesitate to fire. Usually 3 months is a time when results can already be seen.

Follow Ups

You’ve already seen here on the blog how to structure good follow ups. But what does this have to do with the selection process? All! When a candidate expresses interest in your company, he or she shows a spike in interest in the job, company, and opportunity. So, if you don’t engage this candidate, the possibility of disinterest is quite high.

Get in touch, try to understand the expectations of this candidate to understand their profile. It is possible that there are other vacancies that make more sense to this candidate than the one he applied for and, to make that clear, saves everyone’s time and effort.

You might be wondering how to make this complex process. I understand you. A manager has several fires a day to put out and, as Mark Roberge would say, getting which fire puts out first can be the definition between success and failure.

Here at smart city , we help the manager in the selection and training of candidates for the sales team. As HR manager at UCJ I also had the opportunity to participate in selection processes that engaged almost 300 candidates a year, so I believe I can give you a tip or two in this regard:

  • Know who your best employees are and which ones went wrong. Identify the commonalities they have. Gamefise, score and be effective.
  • Be quick. Show your candidate that you care about him. Sell ​​your business well, just as you sell it to your customer.
  • Transparency is critical. Give feedback, don’t be afraid to let a candidate know that he hasn’t been approved. It’s much better than leaving it unanswered.
  • Abuse of references. Instead of just asking your employees for references, search their LinkedIn for connections that have a similar profile, for example. Of these, ask which ones he feels comfortable introducing you to. The chance of finding profiles assertively is much greater this way.
  • Be aligned. When hiring experienced salespeople, look for similar sales context. Always be aware of the characteristics that the seller of your product must have.

Still have doubts? Send me an email at pedro.dias@outboundmarketing.com.br, a message on LinkedIn, or a smoke signal. I will love to help you! (I just don’t guarantee that I’ll be able to if I opt for the smoke signal).