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TRANSCRIPT
1©Copyright 2014, Morris Management Partners, Inc. All Rights Reserved.
Best Practices For Solution Provider Business Development
Module 6:Finding & Recruiting Top Performers To Build Your Business
Partner Education Series
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Introduction: Partner Education Series
Module 6:Finding & Hiring Top Performers To Build
Your Business
• A systematic approach to planning and executing a successful recruiting & onboarding process that yields the highest caliber people and the most predictable results
• Part 6 of an ongoing channel partner enablement program from DATTO & Morris Management Partners
Business Practice
Development
Winning Without
Discounts
Finding & Hiring Top Performers
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Finding & Hiring Top Performers To Build Your Business
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• Basic Business Reality
Business Management: HUMANS
No Matter How Sound / Profitable Your Model Is, You Can’t Thrive Unless You Have Good People Who Are Truly Engaged
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• So … How Are Businesses Doing With Employee Engagement? And What Are The Effects?
Reality Check: HUMANS
ENG
AGEM
ENT ENGAGED: Committed to the success of the
organization; willing to put forth discretionary effort
DISENGAGED: Not emotionally connected to their work; will show up but only do the minimum effort
ACTIVELY DISENGAGED: Working against the interests of the business; undermining coworkers
SOURCE:Gallup, 2013 // 150,000 Workers Studied
30% … Increasing
52% … Decreasing
18% … Increasing70%
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THRIVING BUSINESS CONTEXT
• Why Do You Need New People?– Growth … Even when you leverage tools & automation,
eventually you need more people in key roles– Refresh … Even if your people are the reason you win, every
business benefits from better talent & skill– Replace … Sometimes people leave, sometimes you ask them
to leave; in either case an empty spot limits you– Evolve … Technologies change, markets change, models
change, and sometimes your people don’t
• Why Would Someone Agree To Join Your Team?
Reality Check: RECRUITING
Skill Match
Opportunity Match
Culture Match
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HARD SCIENCE(What Solution Providers are “Usually” Good At)
Engineering
Systems Design
Technology Integration
Process Execution
Troubleshooting
Performance Monitoring
SOFT SCIENCE(What It Takes to be Good At Managing Humans)
Culture Management
Interpersonal Skills
Vision
Motivation
Conflict Resolution
Human Performance
Why Is The “Human Part” So Hard?
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The Real Recruiting Problem
• Recruiting / Hiring / Onboarding new people is an expensive process … but the real cost is DIMINISHED CAPACITY / PRODUCTIVITY
How Long To Recruit? How Long To Train?
A Jo
b O
peni
ng Y
ou N
eed
To F
ill
Solution Provider Average:
3 – 6 Months
Solution Provider Average:
6 – 9 Months
Foundation 1: Always Be Recruiting
Foundation 2:Onboard On Purpose
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• No matter what size your business is or will be, people are an indispensable part of your operation
Winning With Better Human Processes
Accelerate Recruit
Incr
ease
Val
ue
Extend Production
Dire
ct +
Indi
rect
Em
ploy
ee V
alue
Time / Employment Stages
Best Practices
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10©Copyright 2014, Morris Management Partners, Inc. All Rights Reserved.
• No matter what size your business is or will be, people are an indispensable part of your operation
Winning With Better Human Processes
Accelerate Recruit
Incr
ease
Val
ue
Extend Production
Dire
ct +
Indi
rect
Em
ploy
ee V
alue
Time / Employment Stages
Best Practices
“Determine the resources
you need, identify the best people, and recruit them fast”
Phase 1: RECRUIT
“Engage the right people
well, and help them learn to
produce in your business right away”
Phase 2: ONBOARD
“Manage, motivate, and measure the
highest level of performance with the most
predictable results”
Phase 4: MAXIMIZE
“Maintain a committed connection
with the right people as a
foundation for production &
growth”
Phase 4: RETAIN
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Channel Myths About Humans
• Myth #1: SPs Can’t Afford the Best Talent– People are only as expensive as you pay them to be. If people are paid
for the value they generate, higher wages = higher productivity.
• Myth #2: Recruiting Is Based On Compensation– Salary is one of the factors … but research shows it ranks after vision,
culture alignment, opportunity to grow, and investment in development.
• Myth #3: We Can’t Find People Who Can Do What We Do– In almost every case the real challenge isn’t finding skilled people … it’s
defining and teaching repeatable processes that yield consistent results.
• Myth #4: Our People Are Our Biggest Asset*– Everyone says it, but your behavior rarely backs it up … besides, what
happens if your people leave? Your real asset is your Intellectual Property + Brand.
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1. Business Strategy
2. Growth Objectives
3. Employee Retention
4. Roles & Responsibilities
5. Profile Characteristics
6. Networking & Awareness
7. Advertising & Active Recruiting
• Senior Management Responsibility
• Consistent Implementation & Continuous Improvement
• Core Competency and Element of Competitive Advantage
• Repeatable, Scalable and Teachable
Integrated Recruiting Methodology
A Systematic Approach to Recruiting
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• Successful recruiting for MSPs requires two components: GOOD CANDIDATES + PERSUASIVE ENGAGEMENT. No matter how strong your business is, you need OPTIONS.
Where Do Candidates Come From?
OPTION 1: Other SPs
OPTION 2: Other Svc. Co’s
OPTION 3: Other Industries
• Recruiting is a competition just like customer marketing … tell the story of why your business is the best option
• Proactively seek & engage … because they are looking
• Be cautious re: “former” employees
• Outside of tech skills, the professional abilities of sales, account mgmt., operations, etc. are truly transferrable
• More mature segments may use more efficient processes
• You have defined processes to teach … recruit for skills
• Again, outside of tech skills, seek abilities for finding & engaging customers, and running a business
• You sell expensive / complex services … find similarities
• Finance, healthcare, prof. svcs., legal, SW vendors, etc.
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• Put your business out there … be prominent … have a voice … participate … be a “real” option
Recruiting Is A Marketing Process
Cold Calls
Special Event
Personal Email
Social Media
Lunch Meeting
Trade ShowSocial Circle
Event
Peer Group
Direct VisitCustomer Referral
LinkedInWeb Visit &
Reply
Chamber of Commerce
Case Study
Testimonial
Advisor Referral
Community Members
Interview Source Customer
Event
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Developing A Job Description
Job Description (Specific Role & Individual Assignment)
Primary Job Function & Responsibilities
Critical Processes & Actions
Specific Business Objectives / Metrics
Dependencies / Dependents
Back Ups & Cross-Function Roles
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• IMPORTANT NOTE: While there is no such thing as a “born sales person” there is an essential element: pay for results• Always Be Recruiting … Whether you have an open position or not, always
be searching for the highest caliber sales people and don’t be sneaky about it – your reps should know they must perform
• Catch the Proven Players … Don’t just recruit people in the industry, focus on the reps who win consistently and have proven they can execute in your specific opportunities (especially the ones who have beaten you head-to-head
• Be Specific About the Opportunity … Carefully define opportunities and expectations – and don’t be afraid to make a lucrative offer to a high-powered rep (especially if you design the comp plan right)
• Show Your Commitment to Resources … Don’t just send your reps to the wolves, support them with people, tools, etc.
• Prove Your Own Performance … Winners want to work for winners: show that your business profitable, growing, desirable
• Engage Your Customers In The Process … Ask your customers who their very best reps are, from other providers, and why they like those reps; then model those characteristics … &/or hire those reps
Proven Best Practices: Sales Reps
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• IMPORTANT NOTE: “Core” skills are rare in every industry (engineers, designers, chefs, etc.) & lessons can be learned• Build a "Consulting" Culture … Not just a place where technical
people work, but a business that’s designed to maximize the opportunity for true consultants & respect their contributions
• Invest in Development / Career Path … No matter how good they are today, they’ll need to know you are committed to helping them get better – and then rewarding them for that growth
• Attitude Matters … No matter how talented a technician is, a bad attitude will corrupt your culture internally and externally – remember, you can teach skills, but not personality / culture
• Clarify Expectations … Right up front, be clear about exactly what you’ll want your techs to do, whether it’s popular or not
• Define Processes & Success Metrics … Capture and own your IP, and be clear about your expectation that techs will adopt & improve your critical processes; you can’t hire cowboys who won’t adopt your line
• Think About Tomorrow’s Solutions … You’re much better at teaching today’s solutions than emerging solutions; hire for future techs
Proven Best Practices: Technicians
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• Simple, Specific, Scripted, Repeatable Process
• Foundation for Performance and Accountability
• Adapt Elements for Specific Job Roles & Expectations
• Brand It, Teach It, Own It, Execute It Consistently
• Capture Employee Testimonials & Case Studies
Building An Employee Onboarding Plan
30-Day Fast Start
Plan
90-Day Engagement
Plan
6-Month Acceleration
Plan
12-Month Employee
Plan
Phase 1 Phase 2
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• IMPORTANT NOTE: Just Because the Candidate is in Your Office Doesn't Mean You've Filled the Position• INTERVIEWING … Not just a list of “canned” questions, a conversation that
helps you understand the nature of this particular human + helps them understand the nature of your organization
• PROFESSIONAL REFERENCES … Always ask for them, always check them, but be realistic: you know candidates will only give references who will endorse them; seek input from previous direct managers
• MAKE THE OFFER … Formal, written offer letter – in print, not via email – delivered directly to the human you’re recruiting, including details of the position, metrics, milestones, etc. … with a response request included
• ONBOARDING METHODOLOGY … A consistent, systematic process that defines the first day, the first week, the first month, the first quarter (don’t overwhelm, just structure for the sake of consistency and expectations management)
• PRE-SCHEDULED CHECK-IN(S) … Appointment to sit down with the employee and ask how things are going, get input and feedback, etc. (NOT the annual review)
Keys to Effective Candidate Engagement
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• Blocking & Tackling: Do What You Said You Would Do … If you made a commitment during the recruiting process, you must deliver or explain why you can’t (and deal with the consequences)
• Expect – And Reward – Innovation … Don’t allow people to simply persist in a stagnant position; raise your expectations and people will rise to meet them (if they believe they’ll be rewarded)
• Pay Attention to Work / Life Balance … No matter how much there is to get done, you must respect the limits of reality and actually encourage your people to have a life beyond the office (or they’re likely to snap)
• Plan for Advancement … They’re always thinking about it, you’d better be too; Build a lucrative but reasonable plan that allows people to advance and win better rewards
• Talk About the Elephant … Deal directly with uncomfortable topics, even if you can’t give the answer they’re looking for (you’ll win points for being straightforward and not hiding)
• Be Deliberate + Realistic … Come right out and tell your people you want them to stay and you’ll do what it takes to make that happen – and then be a professional / grown up when good people move on (even when the not-so-good ones do)
Proven Best Practices: Retention
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• Leadership in Theory– Set the Direction for the Business– Own and Actively Administer the Culture– Inspire and Motivate through Vision and Action– Have a Plan, Work the Plan, Demonstrate Accountability
• Leadership in Practice– Participate in the Interviewing Process– Schedule and Deliver Regular Progress Reviews / Reports– Track, Measure, and Publish Effectiveness– Do Something About Performance / Lack Thereof– Always Be Recruiting– Actively Seek Input … And then Be Open to It
The Role of Leadership in Recruiting
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Thank You!
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For More Information …
Ryan MorrisPrincipal Consultant
Morris Management Partners, Inc.Email: [email protected]: 303-618-9370