Case Study: Using Salesforce to determine who to hire next.
“We’re growing, but what type of role do we hire for next?”
It was an honest question, one that may have been a bit challenging for them to ask an outsider. After all, I’m just their Salesforce guy.
Anyone can guess at where to spend their next hiring dollars, but strategic companies want their data to show them.
Problem: How can Salesforce determine who a growing company should hire next?
Any worthwhile CRM architecture should show companies 3 things:
Who your customers were, are and can be
The quantifiable services/products your organization exists to provide
How your employees bring 1 and 2 together
The challenge then becomes how to derive where your organization is strained. Where should you be allocating additional help?
Most organizations just hire to assist whomever is dropping the most balls. Sarah is flooded in Accounting. Let’s get her someone to help her. But Josh is also slammed with customer service requests, maybe we should put a new person there.
That approach does makes sense externally. But what if you add that person and find the status quo doesn’t change? On-boarding employees typically costs thousands of dollars, and precious time from everyone involved. Hiring people based on objective evidence (ie: not because of what Josh thinks about his workload) is the most strategic way forward.
So that’s what we modeled for our client: a series of metrics that displayed the gross profit of every segment of their business, boiled down by person and role. We don’t want to simply add another resource to whichever segment is busiest. What if it’s the least profitable arm of the business? What if the current employees just need some training so as to be more efficient at their job?
To come to a true conclusion based on the numbers, we look to the data harnessed in Salesforce. By creating a model that shows us the repeated trends of the segments that are 1. the most profitable and 2. stretched thin, we could then help our client make a data informed decision about who that next person should be.
Solution: We leveraged the data in Salesforce to analyze exactly which type of role addition would be the most strategic for the profitability of the company. And, it wasn’t adding someone to help Josh.