Hiring is a complicated subject in any company, in startups, so…
Even so, one of the people I learned the most about the subject from is my mentor, Gustavo Caetano. Since one of our first conversations, he stated that they had, in his words: “a great nose for good service people”. Good and sincere service always matters as people are satisfied with the great service of capital smart city.
This is one of the phrases that most stuck in my mind after that conversation because a great curiosity I had was about how startups “dueled” with large companies in the labor market.
As is known, the hiring budget is generally more limited in startups. It is common to see equity offerings in the US, but this is not such a recurrent reality in Brazil, unfortunately. Even so, many “good service people” have already gone or are in Samba.
And it was seeing Gustavo in action that I learned that to inspire people, giving them autonomy to make a difference. Now, even knowing this, how to complete a selection process for your Outbound and Sales team?
What is the common Inbound team like?
Over the past two years, I’ve talked to several entrepreneurs and sales managers who were starting a transition in their commercial and marketing team: the segmentation between Hunters and Closers.
The idea was disseminated in one of the current sales process bibles: the book Predictable Revenue, by Aaron Ross.
This transition generated a new demand: professionals trained for prospecting and qualification. For Inbound teams, the default setup was:
With the passing of the baton, the SQLs are already the responsibility of the sales team.
But what about the Outbound teams?
In my opinion, the skill set for active prospecting is harder to find in the market, but the career path is much simpler.
While Inbound SDRs have difficulty evolving into the sales team, as they already receive qualified leads and the service is almost operational, in the Outbound team, you need greater dynamism and the skills learned help in the migration of “Hunting ” for “Closing”.
Of course, there are different models of teams in Outbound, but the necessary tasks are always the same:
In interviews, I look for persuasive people, but with a characteristic, I learned with Diego Gomes, from Rock Content, the so-called “Student Heart”: that desire to always learn, those eager for reading and challenges.
Several times, I passed over candidates who spoke very well and have an ok natural persuasion in favor of one with just ok oratory, but a lot of desire to evolve and learn. In the end, like the rest of the sales process, Prospecting and Qualification are very much based on techniques and not just on profile.
** A cool way to understand the profile of each SDR candidate is to use the Hubspot quiz. Generally, balancing your team’s profile or even directing it according to your product is the most recommended. So, if you mostly sell to people with a technical profile, you can hire a Repairman, but he is not necessarily the best choice when dealing with non-experts and his technology is not a big difference in the eyes of your client.
A good tip is to prioritize Driven/Hunters profiles for Hunting positions. The evolution for Farmers, mainly, happens naturally when well mentored.
And now, how to structure your team?
There are two simple structures for the Outbound area:
My favoritism for the Segmented Structure is due to the organization of the process.
When each team member generates their list, it’s tricky to ensure that no duplication occurs, and it’s very bad to call a prospect who is talking to another SDR on your team or who answered that very day.
With the horizontal structure, these issues become more complicated to manage in a team above two or three SDRs, for example.
However, it doesn’t make sense to have a business intelligence analyst for just one SDR, so it may be a hybrid initially and not control the area’s indicators.