One of the most common question that I hear in the 6 years that I’ve been actively managing social networks is “How do I hire the right person or company for social media”? This is truly a difficult question to answer because, in every case, most businesses are different. Secondly, all social media managers or social media management companies have their own culture. Most businesses fear that their new hire or company will destroy the reputation and branding of the company.
After you’ve posted your job openings, you’ll probably start to receive an influx of inquiries. To cut your time in half, the use of online tools can help to speed up the process and narrow down your search. Not only should you review their resume, but be sure to review their social media pages. Often social media pages can tell a lot about an applicant giving you further insight as to whether they’re good enough for the job.
I worry, sometimes, that we take the process of hiring, onboarding, coaching, developing and managing the performance of sales people too casually. Too often, managers tend to treat sales people as commodities.
Show of hands, how many people remember when getting hired was all about putting your best foot forward during a face-to-face interview and hoping they liked you? Or when an interview was the first opportunity you had to make a good impression? These days, when the hiring manager says, “tell me about yourself” she probably already knows more about you than you think.
Picture the scene: you’ve advertised for a new employee, conducted the interviews and selected who you think is the ideal candidate. Their first week of work rolls around and it goes without saying that you’ve got high hopes.
Communications is not a science; it’s an art so it’s very difficult to put data around hiring a firm. But if you like the people, like their philosophy, and they do all of the things listed in this post (and can prove it through case studies and references), you’ll have a good match.
I was in a meeting the other day with the executives of an organization that is right on the tipping point of success. But when we asked what they do differently than their competitors, the silence was deafening.
All of the onboarding in the world cannot fix poor sales hiring practices. The expectation, when onboarding a salesperson, is that the right individual has been selected for the role. When companies cannot skillfully make selection decisions, the onboarding benefits become a pipedream.
We get to know people online first and then, if we think they might be a good fit, we do the in person thing. Then they get to go through the formal interview process and take a writing test. By the time they’re hired, we already know where they’ll fit, how they’ll fit, where their strengths lie, and how others on the team will fill in for their weaknesses.