1 ©Copyright 2014, Morris Management Partners, Inc. All Rights Reserved

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


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


Finding & Hiring Top Performers To Build Your Business


• 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

4


• 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%

5


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



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?

©Copyright 2013, Morris Management Partners, Inc. All Rights Reserved. 7


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



• 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



• 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



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.



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



• 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.


• 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


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



• 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



• 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



• 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



• 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



• 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



• 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


Thank You!

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For More Information …

Ryan MorrisPrincipal Consultant

Morris Management Partners, Inc.Email: [email protected]: 303-618-9370

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1 ©Copyright 2014, Morris Management Partners, Inc. All Rights Reserved