The Sales Funnel Concept – Decision Making Part I

The Sales Funnel Concept is probably the best example of the funnel analogy being used as a snapshot and not a unique mapping device. Starting with multiple prospects and working downward through the funnel until it leads to the sale gives an obvious visual reference of starting big and ending small. This concept is also in use by many companies to depict recruiting new employees. The recruiting funnel begins with numerous candidates that are screened to a few that are interviewed for the ultimate hire. For those interested in the entire functional process there are several good articles* that outline the funnel organization for recruitment. The stages are clearly defined in these models but there is no standard that could be used in any organization. The model has to be tailored not only to the organization but also the desired culture.

In spite of the differences between organizations, there is something more important than a static recruitment organizational structure: the decision making process and actions that must be made at each level of the funnel. It is important to know the current location in the funnel to determine the ways to reach desired outcomes.

This fact is always true: The current position on the map must be known to make informed decisions on next steps.

• Attracting and Sourcing Talent – Beyond this lip of the funnel is a greater universe of all talent whether qualified or not. At this stage, management must draw upon historical data and expertise from recruitment specialists to determine the best methods for drawing those individuals who are both interested and qualified to fill the funnel. Evolving beyond a simple post and pray mentality means knowing all there is to know about the requirements of the job, the condition of the market, and the probability of finding a high percentage match. Decisions made here are sometimes taken for granted until there is frustration with a lack of talent to fill needs. Timing is also critical and there may be a need to cut off entry into the funnel and pick up the overflow another time.
• Screening Applicants – From the applicants who were selected, or those who self-selected to apply, the second critical decision phase is to determine which individuals will be passed to the next level. The criteria for matches must be thoughtful and without prejudice. Hard choices must be made with regard to must-have and nice-to-have qualifications and obvious non-matches to the job specifications can be the first to be set aside. Automation can be a useful tool, but a computer or ATS should not be the “decision maker” or assumed to be infallible.
• Selecting Candidates – Deciding which of the pool of applicants will move on to be a viable candidate for the job requires tighter screening. Individual skills and measurable accomplishments can be gleaned from resumes, cover letters and other documentation, but telephone pre-screening is also a tool that can help in fine tuning selections. Since these individuals already made the “first cut” in the process, this step provides the final list of those to be interviewed in-house in a face-to-face dialog and involves both management and human resources input.
• Interviewing – Deciding on the slate of interviewers is probably just as important as deciding on the final slate of candidates. Each must be thoroughly briefed on their expected part of the analysis of candidates and the style and type of documentation required. The best solution to interviewing is to rely on the same interviewers for all candidates, but a minimum requirement is to have all interviewers evaluating the same criteria.
• Pre-Hire Activities – Following a “roundtable” type of discussion that discusses pros and cons of those interviewed, the finalist is chosen by the hiring manager with the assistance of human resources. Deciding which to select is the result of a group effort, but the individual who will be responsible for evaluating the candidate as a new employee makes the final choice. Company procedures are followed to perform any additional reference checking or background information needed for onboarding.
• Hiring and Onboarding – The funnel spits out a new employee, but the decision process does not stop here. Incorporating a new talent into the culture has to be planned and executed to insure a seamless integration into the work of the company.

Over simplified? Absolutely! Recruiting and hiring can be called a numbers game and the outreach can be different for every job. The funnel concept visualizes the flow, the decision making process, but at any stage there can be deviations that must be handled and documented to preserve the integrity of the system.

*Read also:

• Use the Sales Funnel For Recruiting To Turn Prospects Into Placements, by Amybeth Hale, The Fordyce Letter, June 22, 2012
• The Recruiting Funnel, by Lou Adler, ere.net, September 24, 2012

 
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