People Evaluation for RevOps Readiness
EP19 | People Evaluation for RevOps Readiness
The people in your organization are essential to enhancing the success of your Go-To-Market (GTM) teams. No matter how strong the other parts of the system are (technology, data, processes), it fails if the organization isn't also focusing on the people in the system.
Many organizations rely solely on "unicorn" employees, or individuals who have the ability to successful in any situation. The challenge is finding and retaining this very limited "resource." Building an organization solely on these individuals can lead to extreme highs and low, rather than steady and predictable growth.
In this episode of The RevOps Recruiters podcast, David and Adam discuss how organizations can create an environment in which many individuals can successful in a role, including leading measures, clear expectations, and strong feedback loops.
No “Unicorn” Employees
Question: When hiring for roles on our GTM teams, do we provide role specific onboarding, training, and ongoing support that ensure a high probability of success?
Company and Role Onboarding: Do we have a clearly defined and documented plan for onboarding new employees into both the company and their specific role?
Training: Is our employee training limited to just their specific role, or do we provide cross-training to expose employees to all teams of the GTM function?
On-going Support: Are we consistently providing on-going support on a regular and consistent schedule?
Lead & Lag Metrics
Question: Do we clearly understand the leading activities for each role and provide metrics and coaching around these activities on a regular basis?
Lead Measures: Have we done the hard work of determining the specific leading metrics that are both actionable by our employees and predictive of the lagging goals and metrics we are looking to achieve?
Scoreboard: Do we have clear KPI’s that any GTM employee can use to see whether they are “winning”?
Clear Expectations
Question: Are we able to provide clear and concise expectations and accountability to each GTM team based on data and metrics, while balancing urgency with realistic expectations?
Balance: Are we able to create expectation for our GTM teams that balance urgency with reality?
Satisfaction & Engagement: Have we created a strong team culture by providing clear expectation that aren’t constantly changing?
Motivation, Commitment, and Purpose: Do the expectations we place on GTM teams create motivation, commitment, and purpose for our employees?
Feedback
Question: Are our GTM leaders providing consistent, objective feedback to their teams on a specific cadence and based on quantifiable data and metrics?
Regular & Consistent: Do all our GTM leaders have a regular and consistent cadence for meeting with their teams on and individual basis?
Objective: Is the feedback we provide objective, and based on quantifiable data?
Accountability & Responsibility: Have we fostered a culture of trust between our GTM teams and leaders to drive accountability and responsibility?
Development & Growth: Does our organization value and prioritize employee development and growth?
Ops Team Members
Question: Do we have the appropriate amount of full time employees dedicated 100% to GTM operations?
No Magic Number: While there is no magic number on how large an ops team should be, have we evaluated the need and prioritized operational roles across our GTM functions?
Hire When It Hurts: Are we intentional to optimize our GTM operational systems before adding additional headcount?
Links to this Podcast Episode