Kevin joined ZipRecruiter in the summer of 2013. By January 2014, he’d grown the inside sales organization to a dozen reps, proving out both the concept and model.
With greater than 8K inbound leads per month, it came time to scale.
Four months and 700 candidates later, Kevin hired 23 reps (and lived to tell the tale).
Kevin shared three things he did right.
1) Approach the hiring process like you would a sales process.
Kevin’s ‘hiring funnel’ included:
- 7 ‘stages’
- A 4.5 hour process per hire
- Starring roles for himself, his Managers, and Reps
- 3.5% conversion rate from candidate-to-hire
2) Aggressively disqualify at the top of the funnel to save cycles at the bottom.
If you've reviewed cover letters and resumes, you well know there is no standardization. With hundreds of applicants, you need a mechanism to make a side-by-side comparison possible.
Since Kevin’s process involved his Managers and Reps as interviewers, diligence on the front-end was key to not overtaxing them.
3) Referrals are your best source of candidates.
To hit his target, Kevin used all the tools at his disposal (i.e., recruiters, network, social, etc.). His best source was his current team and wider network. In fact, nearly 25% of new hires came from just a handful of his reps. Kevin’s advice:
Advice for other leaders on the same path.
Kevin shared that this process was exhausting. He made himself available 7AM-8PM for three full months. At the peak, he was conducting 12+ interviews a day. Kevin’s advice:
For me, the bit that stands out is the rigor that Kevin and team put into the front end of the process. Only 1 out of 5 candidates made it to Stage 4 (the DriveTest assessment). If you’re going to commit your team’s effort and energy to interviewing, you have to make sure you're only passing along the best.
Any thoughts or questions for Kevin? Please share in the comments. (Also if you’re local to Santa Monica, he’s still hiring.)