How to Attract and Hire the Right SDRs For Your Team

maryloutyler.com

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Who Am I?

Process Expert

2 Best-Selling Business Books – Amazon & McGraw-Hill30 years specializing in adding predictability to top-of-funnel sales conversations

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4-Part Series – Ambition

How to:Attract & Hire the Right SDRs (ADR | BDR) for

Your TeamEquip SDRs with Process & TechnologyMake SDRs More Effective at Time ManagementRetain & Enhance Current SDR Talent

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SDR Management – Focused… Aligned…

Technology

Process

People 3 Hiring Managing Leading

Selecting AppropriateProspecting Enablement Tools

Measuring KPIs Metrics Best Practices

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Part – I PURPOSE: Help you Identify &…

Attract a Strong Pool of Candidates

Hire & Train Smart, Conscientious, Articulate, Early-Career Individuals

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Attracting Top-Of-Funnel Candidates

PURPOSE:

Identify best sourcing channel for candidates

List the elements for compelling job descriptions

Demonstrate an example job description

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Identify Best Sourcing Channel For Candidates

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How is Best Defined (Sourcing Channel)?

Recruiting CostEmployee TenureJob Performance

3 Fa

ctor

s of

Mea

sure

men

t

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Recruiting Costs

Study – Advertising vs. Referral* National Newspaper Advertising: $81,000 (1.8 % yield) Local Newspaper Advertising: $1,149 (7.3 % yield) Employee Referral: $0 (13.3 % yield)

Missing: Agencies / Recruiters + Direct Applicants

1stFa

ctor

-Co

sts

*SOURCE: Technion Institute of Technology

Even though data is incomplete, Employee Referral costs are significantly lower than from other sourcesRe

sult

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Employee Tenure2nd

Fact

or -

Tenu

re

Combined Results of

11 Studies*

*SOURCE: International Association Assessment Management Council

20%

11%

8%

1%0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

EmployeeReferral

MediaAdvertisement

Recruiter /Agency

Direct Applicant

Recruitment Sources and Tenure

Tenure

Employee Referral Hires Stay 20% Longer Than Average

Result

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Employee Performance3rd

Fact

or -

Perf

orm

ance

Performance on the job is independent of recruiting

source*

Belief that referred employees are better performers has not be conclusively confirmed by Academic Research…

*SOURCE: International Association Assessment Management Council

Result

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Bottom Line On Sourcing?

Whenever You Can, Hire Via ReferralStudies Confirm Hiring Via Referral is BestReferred Employees are Cheaper to HireReferred Employees Stay LongerPerformance is Unrelated to Hiring Source

Hire

Via

Ref

erra

l

*SOURCE: Technion Institute of Technology

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Elements Of Compelling Job Descriptions

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4 Job Description Elements That Attract Strong Candidates

Com

pelli

ng E

lem

ents

Learning & Advancement

Day-To-Day Duties

Top-Performer Attributes

Language that gives candidates the sense that your organization is a great place to learn and advance their careers.(NOTE: Candidates for SDR positions ask us most frequently about learning & advancement)

A simple explanation of day-to-day duties

Jargon-free attributes of top performers separated by strict requirements and nice-to-haves

Organization | Core Values

Overview of your organization and its core values

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Other Job Description AttributesJo

b D

escr

iptio

n A

ttrib

utes


Salary | Recognition

First on list because SDR candidates ask most about this topic Learning should include functional sales skills as well as general

professional skills Advancement means clarity on the promotion path – micro-

promotions Associate SDR (appointment setter) Senior SDR (generates qualified opportunities) ADR (works top 20 accounts for Aes) Promotions based on merit & achievement

Salary range usually not in job description Ask for expected salary range when candidates apply

Weed out candidates whose expectations are too high Permits hiring based on money budgeted

Quickly release SDRs who don’t perform Extravagantly reward those who do perform with recognition &

compensation

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Sample SDR Job Description

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Sample SDR Job Description – 1 SD

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Day-To-Day Duties

We are seeking candidates looking to advance their careers by joining our sales development team in TownUSA. We are committed to investing in your future by training you in sales and professional skills that will serve you here at [ABC] or beyond. Depending on performance, our sales development professionals are promoted to account executive after 18 months.

You will be responsible for supporting the sales efforts of your team, including sourcing, establishing and building relationships with corporate executives over the phone and by e-mail. You will be responsible for researching and identifying new client opportunities, presenting our services to prospects and clients to increase awareness of our brand, using our CRM system to track and map client accounts, and working to drive adoption and usage of our services.

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Top-Performer Attributes

An ideal candidate must have the following: A bachelor’s degree with GPA exceeding 3.3 out of 4.0 Superior verbal and written communication skills Comfort with high-activity phone & e-mail prospecting Keen attention to detail and motivation to deliver high-quality work

product Ability to build strong & lasting relationships with key decision makers

in client firms Ability to work well independently and be self-motivated as well as

work on a team and across functional areas of an organization

An ideal candidate should have the following: 1-4 years of relevant work experience in sales development and/or the

manufacturing industry

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Organization | Core Values

[ABC Company] is the world’s leading platform for [service]. Business leaders, investors, consultants, social entrepreneurs, and other top professionals rely on [ABC Company] to [primary benefit].

Clients partner with [ABC Company] to take advantage of [primary features].

We believe strongly in our mission – and values-driven culture. Our core values drive our success.

They are:[list values here].

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Hiring Top-Of-Funnel People

PURPOSE:

Focus strategically on role desired

Align mix of required skills against team’s objectives

Test all skills required for the role

Validate the ‘habit’ aptitude

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Management Styles Are DifferentM

anag

emen

t Sty

les

BDM (Business Development Manager) Category

TSM (Traditional Sales Manager)

Daily Activity Metrics Monthly | Quarterly

Hunting SalesFocus Farming

Less TeamExperience More

Operational ExcellencePeople Development

How Measured

Strategic, Operational & People Leadership

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Focus on Desired RoleSp

ecia

lized

Sal

es R

oles

INSIDE OUTSIDE

Qualified Opportunities

Targeted Direct Campaigns

Marketing Campaigns

IB

OB

F

Legend

IB Inbound

OB Outbound

F Field

Outreach

SDRSales Development Rep

ADRAccount Development Rep

BDRBusiness Development Rep

Self-Serve

MRRMarketing Response Rep

FOCUS: What role are you hiring for, really? Link your hiring practices to the role at hand. There are many variations…

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Align Skills With Team’s Objectives

1. IDENTIFIED

QUALIFYING

WORKING

COLD | NEW

Marketing Qualified Leads (MQLs)

Automation Referral Engine

(Marketo)ADR Personal E-mails

(Templates)ADR Found-Person Calls

(FTRP)

INBOUND (30%) OUTBOUND (70%)

E-MAIL PHONE

ADR Generated Leads (AGLs)

ADR Accepted Leads (AALs)

ADR Qualified Leads (AQLs)

Sales Accepted Leads(SAL)

INBOUND (5%) OUTBOUND (95%)EMEAUSA

2. QUALIFIED

MQL (Marketing)ADR (Account Development Rep)AE (Account Executive)

LEGEND

Sales Qualified Leads(SQL)

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Experience Needed by Deal Size

1.5

1.7

2

2.3

0 0.5 1 1.5 2 2.5

< $25K

$25K - $49K

$50K - $99K

$100K+

Business Developer Experience by Average Deal Size

Years Experience

Source: The Bridge Group - 2014

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Interviewing

Worst Face-to-Face Interview (14%)

Best* GMA (General Mental Ability) (26%) GMA + Face-to-Face Interview (30%)Work Samples & Hands-On Simulations [Role-Play] (+13) Conscientiousness (+10) Sales Aptitude (+10)Te

sts

For

the

SDR

*SOURCE: University of Iowa | Michigan State University

22.4% - Overall Sales Representative Turnover Average (source: CSO Insights)Fa

ct

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Test Types*

GMA – cognitive aptitude Work Samples –

e-mails, role-playing phone conversations, crafting voice-mail scripts

Conscientiousness – degree of adaptiveness & ability to deal with role ambiguity Reps are more likely to set goals More likely to be committed to goals Produce greater sales volume Achieve higher supervisory ratings of job performance

Sales Aptitude – Selling-related knowledge of both products and customers that is required to present and co-create solutions for customersTe

sts

For

the

SDR

*SOURCE: University of Iowa | Michigan State University

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Work Sample Tests – 1 (SDR Role Playing Phone Sample)

Schedule

Topics

Recorded Calls

• 20 minutes/day until conversion goals are met • Working to Qualifying (40% conversion)• Qualifying to Qualified (45% conversion)

• 20 minutes/1-2 days per week when goals are consistent

• Record live calls from each category defined in the Role Play Topic Calendar

Listen & Practice

• First 5-10 minutes of each session reviews previously recorded live calls with prospects based on the theme for this role play session (selected from the Topic Calendar)

• Critique 3 call types from the selected theme:• Not-so-good call• Good to better call• Better to best call

• Role play selected theme until everyone can perform a better-to-best variety of the call

Role Play Process• FTRP call – receptionist live• FTRP call – gatekeeper live• FTRP call – decision maker live• FTRP call – gatekeeper voice-mail• FTRP call – decision maker voice-mail

• AWAF call – receptionist (top level qualifiers)• AWAF call – gatekeeper• AWAF call – decision maker• CBANT-F call – decision maker• CBANT-F call – key stakeholder• Objection call – 1 objection per session

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Work Sample Tests – 2 (ADR Sample Intra-Day Calling Cadence)

Week 4Week 2 Week 3Pr

ospe

ctor

Wor

kflo

wWeek 1

EM #1 EM #2 EM #3 EM #4 EM #5 EM #6 EM #7

Bullseye Direct / Indirect Calling

Score >=9 Engagement

(Target)

E-M

ail

Bulls

eye

Workflow Order:

1. QUALIFY Queue– Top to Bottom

2. Working queue – Top to Bottom

3. Cold queue responses

Workflow Order:



3. Cold queue responses4. Engagement (Targets)5. Bullseye (Influencers)

EM #1 EM #2 EM #3 EM #4

Bullseye Direct / Indirect Calling

Score >=9 Engagement

(Target)

START NEW E-MAIL GROUP

Workflow Order:



3. Cold queue responses4. Engagement (Targets)5. Bullseye (Influencers)

Workflow Order:



3. Cold queue responses

EM #8

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Work Sample Tests – 3 (Email Writing) Call-to-Action = Start-the-Conversation

Subject line: 4 ways to increase app engagement & retention

When companies hit us up for app engagement ideas, we send them this tool over first.

It’s a 4-part guide detailing solid strategies we’ve used with clients to significantly increase their app engagement and retention.

Hit reply and I’ll send over a link to you.

If you’re struggling with engagement, I’ve been told this guide can definitely make a huge difference.

Just hit the reply and I’ll be glad send it over.

Regards,

Trigger = Curiosity

Obstacle

Outcome

CTA

CTA

Opportunity

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Conscientiousness - The “Habit” Aptitude*

FIRST 15 MINUTES

AM• Write down 3 goals for the day• Review plan for the day

1 HOUR• Handle e-mail responses & tasks• Follow-up on new MQLs• Follow-up on hot Pipeline leads

30 MINUTES• Personal time (15 minutes)• Plan 1st call session (AM block time)

– plan the plan, then work the plan –allow no interruptions

2 HOURS• Block time – 2-hour phone time• GOAL: 2-4 connects / hour• GOAL: 5 meaningful conversations

1.5 HOURS• Personal time (15 minutes)• MQL 2nd thru 5th touch follow-up

30 MINUTES • Qualification CallPM

30 MINUTES• AE Tier1 Account Review• Create tasks for next steps• Schedule calls for AM block time

1 HOUR• Second Qualification Call or• Task Follow-up• Scheduled call Follow-up

1 HOUR• Personal time (15-30 minutes)• Review queues, progress or 3rd

Qualification call• Target contacts for automation

BEFORE YOU GO HOME

• 25-50 contacts for e-mail | phone• GOAL: maintain 250 1st e-mail

targets

*Adapted best practice workflow as described in the book “Predictable Revenue”

GOAL: Daily Call Time (Noted in blue text & boxes) ~ 5 Hours

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Where to Learn More

Predictable Prospecting, The Book.

2nd Generation of Predictable Revenue Good resource Filled with examples and how-to’s

For the more advanced business developer

How to Attract and Hire the Right SDRs For Your Team

Business

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