Drum roll…. and the results are in… At Bright Dynamics we surveyed 103 PreSales leaders from around the world, asking 54 questions around hiring and candidate assessment. Some of the results may surprise you.
Let’s start with how the differing competencies and job components rated.
Which competencies do PreSales leaders rate when they hire?
Which job components do PreSales leaders feel are most important for success in the role?
For PreSales leaders there should be value in benchmarking yourself against the beliefs of 103 peers, for individual contributors the results provide a clear picture as to what hiring managers care most about when they interview, having great stories around the first five job components and making a concerted effort to demonstrate the first five competencies should be time well spent when preparing for interviews.
Hard skills vs soft skills
For individual contributors interviewing for PreSales roles, we believe these finding should be heartening. PreSales hiring managers are generally pretty flexible around any hard skills gaps as long as they can see a high ceiling of potential, which means you can be more confident going into a job interview where you don’t fully meet the job spec. Equally, it shines a light on the importance of making every effort to showcase your soft skills when interviewing.
Here we see a significant reliance on the hiring manager interview and the panel stage, which opens the question, why slow the hiring process down with layers of additional interviews?
Making a case for change.
To summarise additional findings.
Hiring is important: There is significantly different business impact between making a bad hire, good hire and superstar hire. it’s business critical to get hiring right.
The PreSales job market is challenging for employers: 75% of leaders surveyed rated it 7/10 or above to find quality candidates.
Use of gut feel is widespread: 58% of respondents said their own intuition was 8/10 important or more. Hiring manager’s rate their own interview as most effective of all assessment measures.
Limited structure and planning: only 50% of hiring teams kick-off hiring with a fully defined criteria to assess against, only 46% have the matrix developed and shared with the hiring team.
The output of the hiring process is seldom measured: 73% of respondents don’t measure quality of hire.
Based on the findings we laid out our recommendations, which we believe simple to implement and in most cases cost free:
This guest blog was written by John Hodgson.
To learn in more depth, access the full report here: Report
You can also access our series of conversations with top PreSales professionals on hiring and getting hired here: PreSales Hireside Chats