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Post by Rich Moy on May 15, 2018 12:00:00 PM

Coming up with new tech recruiting ideas can be a lot of fun. It gives you the chance to be creative and think outside of the box to impact your company through your talent management strategy. As exciting as this process can be, your ideas also need the approval of your C-Suite. Since those executives are under a lot of pressure, it can be difficult to get the green light from them if your pitch is half-baked.

No matter the scope of your idea, there are a few things that you should include in your initial pitch. In this post, we’ll discuss three essential components of a successful business case for a new developer hiring initiative.

Craft an Elevator Pitch That’s Relevant to Them

Technology managers understand how tech recruiting impacts them. But think about your VP of Marketing or General Manager of Sales. At first, those people might not feel the pain of a short-staffed engineering team.

That’s where your elevator pitch comes in. Corey Wainwright at Hubspot says that the key to getting approval on a new initiative is to demonstrate why your idea is a good one, and why it’s valuable to the listener. For the executives who won’t be managing the developers that you want to hire, this is critical.

Let’s go back to that VP of Marketing that we just mentioned. Again, this person probably won’t be hiring developers for his or her team. But what if he or she wants to implement new software for the Marketing team? If your engineering team is short-staffed, those marketers will likely have to wait to get the tools that they need. Instead of focusing on your hiring goals, think about what keeps your executives up at night—and craft an elevator pitch that addresses those challenges.

Know Your Key Performance Indicators

You likely wouldn’t sell your talent management strategy by promising to hire dozens of developers in just a few weeks. But you should still have a plan for tracking the success of your project—and you should be prepared to talk about that plan during your initial pitch to your C-suite.

For example, you might want to add salary ranges to your technical job descriptions for the first time. Because job listings with salary information get up to 75% more clicks, you might want to implement this change as soon as possible. But because this isn’t a requirement for most job listings, your C-suite will want to know how you’ll track its impact.

Are you hoping that salary transparency will increase qualified applicants by a certain percentage? Do you think that as a result, you’ll be able to hire developers faster by a certain number of days? There’s no right answer to the key performance indicators that you should track—but whatever they are, document them and be ready to talk about them in depth with your executives.

Be Open to Their Feedback

No matter how much work you’ve put into your pitch, your executive team will likely have feedback on every developer hiring initiative that you propose. Could you bristle at what they suggest? Sure. But active listening is one of the keys to being an influential talent acquisition leader, and that applies to your relationships with C-level executives.

That being said, don’t be afraid to explain why you think certain suggestions wouldn’t improve your idea. At the same time, don’t dismiss everything they have to say. They might not focus on hiring developers on a full-time basis, but they probably didn’t get to their current positions by accident and might have something valuable to add to your plan. Having these two-way conversations shows your C-suite that you have the company’s best interests in mind, and is an easy way to maintain positive relationships with them in the future.



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