B2B sales lead generation is all about building and nurturing solid customer relationships—and that means hiring the right people for your team.
Imagine that you're about to interview a prospective new hire. You've read their resume, been briefed by HR and are feeling confident that your recruitment team has done their job well. Now, tear up the resume and step away from your desk. It's time to find out what the true value of this candidate is: their "ROL," or "Return on Life."
AG Salesworks increased staff by 50% in 2011 and plans to hire a comparable amount of new staff in 2012. In these difficult economic times, we're fortunate to work in an industry that continues to experience steady growth.
For an entrepreneur, company founder or CEO, the ability to attract and hire stellar employees defines the potential of your success. When I reviewed our biggest mistakes as a fast-growing startup, they seemed to be almost entirely centered around bad hiring decisions and investing in bad hires for too long. I used to interview people for functional competence and ability, basing decisions on prior accomplishments with an overemphasis on past successes. My process today is very different.
A Jewish colleague recently asked when a Happy New Year memo for Rosh Hashanah would be released to agency employees, citing a note sent to them during the month of Ramadan reminding employees that we have an interfaith prayer room available to all. We often do need reminders to look at the diversity of those around us.
Social and digital media are profoundly changing how we engage with media, colleagues, family and friends, as well as how we conduct business. To maintain a competitive edge, strategy and marketing executives must embrace these changes, create alignment for all senior executives, and drive transformation in their organizations.
Growing up in a family where I had 47 first cousins, the expression "you are the living image of your aunt or uncle" was part of everyday vocabulary. Everyone looked like someone — everyone except my sister and I. Being adopted, we were never told that we were the living image of anyone. We were different, but only in our physical appearance.
While watching the US Women's National Soccer Team defeat Brazil in the FIFA World Cup on July 10, I was reminded that the marketing industry must stay committed to recruiting talent and working as a team. The world we compete in every day is moving at breakneck speed, with a myriad of new opportunities to deliver our messages.
Let's be honest: this is not your father's world. There is no guaranteed lifetime employment anymore. In order to prolong job security, employees must not only develop innovative ideas, but also execute their vision.
Many direct marketers have been considering their career options since the job market began to rebound. Some have not received salary increases over the past several years, and they are ready to pursue new employment and "make up for lost time" in terms of compensation. Yet no rational employer wants to pay more than is necessary to secure the best talent.
The "year of mobile" arrived last year, as more marketers embraced the medium after the introduction of game-changing devices such as the iPad. Now that mobile is here to stay, marketers must recruit talent to fill this niche.
Corporate America bears a striking resemblance to competitive sports. The CEO plays the role of team captain and the players work together to win the game, which translates to revenue growth, business development and client retention.
One of our 2010 quarterly hiring surveys included a question on how digital and direct marketing employers were leveraging the social networks to fill their open positions.
As executives bring their brands to life, they should invest in the people who know it best: their employees. Who better to tell a brand's story than those people who are most passionate about a brand.
Many companies abide by the traditional holiday practice of sending a greeting card to their customers, but how many actually try to accomplish more with their card than simply sending a generic "one size fits all" message?
It's not enough to think you're good.You have to ask. Have you ever considered how much of a negative impact you can have by not asking for feedback or criticism?
Human resource professionals and hiring managers in digital and direct marketing know all too well that recruitment procrastination can be a talent killer, not to mention the economic loss that can occur when a critical position remains unfilled over a prolonged period of time.
Training can't be "one size fits all." Training needs to match specific program needs, as well as the lead generation professional's skills. We divide our lead generation agents into three skill levels.
Doing "more with less" has become a mantra in many organizations still reeling from the recession. But for today's sales managers, the more may be too much (rapidly changing technology, unlimited access to leads, new ROI methodologies); the less too little (reduced staff, budgets and time to get back into the game).
Trust your gut. Don't be afraid to extend an offer to the candidate that "feels right," or dismiss a candidate who doesn't feel like the right pick, even if you can't put your finger on why. Your reaction to what was said — or what was left unsaid — is often remarkably accurate.
In today's competitive market, experience, tactical expertise, education and a mantel-full of industry awards may not be enough to land you a job, let alone your dream job. In fact, they may only be enough to get you a "thanks for your time." To stand apart, you'll need more.
A fairly significant jobs bill made its way through Congress and was signed into law by President Barack Obama last month.The Hiring Incentives to Restore Employment Act, or HIRE, will help smaller employers in particular, and there are thousands of those in digital and direct marketing.
Database marketing has changed substantially over the past 20 years. In the late 1980s and early 1990s, the industry was primarily driven by statistical modeling and data mining, and advanced statistics was the primary skill.
The answer to this question lies in understanding what you should expect from machines and people, with the goal being to strike the right balance between your staff and technology. At our agency, we call this "humanology."
Consumers and healthcare professionals now go to the Web before anywhere else to seek health information. Understanding what consumers and professionals want and need, and supplying that information online rather than simply pushing brand messaging, requires intense skill.
Good news: The hiring landscape has improved greatly since last year at this time. Though it is true that the economic recovery has been slower than we had hoped in terms of job creation, things are progressing in the right direction. Companies are making room in their 2010 budgets for additions (or replacements) to direct marketing staff.
When thinking about skills to look for in search hires, a few traits are obvious. Search marketers must be analytically-minded to get the most from metrics and testing, must think flexibly as this industry changes every week, and can't be afraid of hard work. But one SEM trait that's often overlooked — and is absolutely critical — is the ability to connect on a human level, and to translate that connection into better business.
Now that we are beginning to feel relief from the economic uncertainty that has been hanging around, I hear a lot about the invention of some new roles inside organizations looking to get into social media. Typically this means, "Hire someone who knows our 'space' really well and someone who is an expert in social media."
When you start to hear rumors of economic recovery and growth in the market, hiring isn't far behind. Online advertising and e-commerce hiring managers are looking forward to bringing fresh faces in to capitalize on that growth.
We receive a large amount of résumés that lead with the attribute of strategic thinking in the professional summary section. This descriptor may have become so overused in the workplace that it has lost its original meaning and the power to impress.
When it comes to our people and potential candidates, there is one common value we seek: Passion. When meeting with a candidate, we want to see that they are passionate about not only their work and e-mail marketing, but life in general and the opportunity to work with others with the same passion.
A job search can be daunting — particularly in today's economy. You'll ask, Is the position you've identified a match for your skill set? Does it align with your career goals? Will the company you're interviewing with pick you?
With unemployment still at record highs, many marketers don't feel entirely "safe" in their jobs. Here's some things you do to avoid the chopping block.
First, candidates should understand business challenges facing direct marketers. They must demonstrate knowledge of client pain points and illustrate ways they can help remedy these issues. A dual perspective is a valued commodity; managers preferred candidates who have worked on both the client and agency sides.
Almost everyone has been fired at one time in a professional career. Some can admit it; some never can. But many who admit to being fired say it ultimately contributed to success in their career in direct marketing.
A recruiter from VistaPrint discusses how job candidates can see success in those challenging second interviews
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We recently were named B2B Magazine's Direct Marketing Agency of the Year, and with good reason: We make real, measureable, positive change happen for our clients. A full-service agency founded in 1974, Bader Rutter expertly helps you get the right message to the right audience at the right time through the right channels. As we engage our clients' audiences along their journey, direct marketing (email, direct mail, phone, SMS) and behavioral marketing (SEM, retargeting, contextual) channels deliver information relevant to the needs of each stage. We are experts at implementing and leveraging marketing technologies such as CRM and marketing automation in order to synchronize sales and marketing communications. Our team of architects and activators plan, execute, measure and adjust in real time to ensure the strategy is working as needed and change things if it's not.
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