It’s true: More women than ever are being encouraged to enter STEM fields, more employers recognize the need to close the gap, and more people understand the harm of gendered stereotypes and rigid, outdated roles.

But it’s also true that we have miles to go before equal representation is achieved: Just 25% of those in technical positions are women — a proportion that only continues to dwindle the higher up the leadership ladder you go. 

At Dyspatch, we’re proud to employ a diverse workforce, and our leadership thrives thanks to the women in these roles. But we also know diversity, equity, and inclusion are not just boxes you can check off. They’re values that all companies, especially those in industries like ours, need to actively work towards every single day. And part of that means sharing our experiences, so others who’ve been historically underrepresented can see their own potential to make change. 

So for International Women’s Day, we decided to connect with some of our Dyspatchios and ask: What does being a woman in tech mean to you? 

Far more than just an opportunity for personal reflection, it’s a way to share our learnings with each other, and with you. Because women belong in tech, in STEM, in leadership positions, and beyond — everyone should know that. 

Without further ado, here’s what some of the women at Dyspatch had to say: 

Veronica Best, VP Product

A career in tech has given me wonderful opportunities to learn about so many exciting industries — from online dating, to wearables and IoT, to email production — and to meet people around the world who are passionate and creative.

I am privileged to have had so many inspiring people champion me and support me along the way. To me, being a woman in tech is about continuing this tradition of helping to build a culture where anyone can succeed in this industry and bring their unique talents, background, and experience to help us build the world of tomorrow.

Rhianna Robertson, Community and Culture Coordinator

Being a woman who is new to the industry, it has been invaluable for me to have a network of other women I can reach out to, learn from, and dialogue about the day-to-day experiences of being a woman in Tech – but really any industry that is male-dominated. When I first started, I was immediately set up with an external mentor that was also a woman in a similar industry. It reinforced that I want to learn from women before me and alongside me, so I can continue to build on that foundation for future women in my position.

Things that make a difference for me at Dyspatch are: Having a safe space in the women’s Slack channel, knowing there is an anonymous form should I need to express any concerns, and being a part of the Inclusion Committee.

These practices show me that Dyspatch wants to uphold their values – particularly Caring Deeply and Diversity is Strength. It allows me to trust the shared understanding that we can’t always get it right, but the commitment to listening and learning for next time is really what it is all about.

If you’re a part of a company and you want to lift up women and particularly Women of Color, it is important to focus on that key piece: Listen. Create the culture, as well as the space, for women to express their concerns and suggestions, then take action. Don’t let that valuable intel fall to the wayside – it will not only hurt the team dynamic, but your overall success as a company.

Tessa Reid, Content Manager

When I was a little girl, my dad was always tinkering with tech. He’d bring home computers… not computers as we think of them today… I’m talking big, clunky desktop towers… and he’d take them apart and put them back together again. To an eight-year old obsessed with lego and sci-fi novels, it was fascinating. It gave me an early taste for tech — I was computer literate by the time I was ten. Maybe not so impressive in 2022, but back then, ten was young to be computer savvy!

My dad hoped I would go into engineering. Follow in his footsteps. There was no doubt in his mind that I could. As kids tend to do, I decided on a different course for myself. But his belief in my abilities always stuck with me, as did my fascination with all things digital. It paved the way for a career at the intersection of my passions: Writing and technology.

All this to say, I’m grateful for a career that blends what I love best. I’m grateful for a family that supported me, always. And I’m grateful to work for a company that does the same — that takes DEI seriously and backs that belief up with a deeply diverse, inclusive team.

Sayali Upasani, Production Engineer

For me personally, being a “woman in tech” has been a fairly positive experience. There are times when I feel that I am not enough for this ever-changing and ever-evolving world of technology. But, these self doubts are just a part of being in this industry and they are more and more acknowledged these days, giving us a better window to share and regain confidence.

When I see the statistics for “women in tech”, the numbers do make me feel that the responsibility is on our shoulder to reach out and empower all folks, of all genders, who might feel it’s easier to hold back and let go of their passion than to fight some of these biased beliefs!

If I have to give advice to all the women who hesitate being in tech due to some of these stereotypical reasons, I would say: First, make sure you are not the part of the group that harbors gender-biased beliefs. If you love the idea of “always something to learn”, you can definitely do this! And, more often than not, you will meet some great people who will inspire and push you to go above your limits.

Lindsey Fine, VP Sales

To me, being a woman in tech means helping to continue to change the status quo. I serendipitously found my way into tech early in my career. I’ve been fortunate enough to have incredibly strong women leaders to learn from along the way. I’m hoping to continue to be part of this movement and inspire others in this space and those thinking about getting into tech.

Supriya Daswani, Senior Growth Marketer

This is a really interesting question. I think being a woman in tech means a lot of things for me. Being in tech by itself has been an incredibly enriching experience — filled with incredible support, ever-changing new challenges and excitement of leading a career in a space that is still very much evolving and growing. 

When it comes to being a woman in tech — for me it is about challenging the gender norms. Being south-east Asian, I did not grow up in an environment which was very supportive of women in tech. It was (and to a certain degree still is) a male-dominated field. In that manner, being in this field has had its challenges when it comes to establishing a reputation and planning a growth trajectory. However, the last couple of years, I have had the opportunity to work with some amazing organizations (Dyspatch being one of the most prominent ones) where there aren’t only a lot of women, but a lot of women in critical decision-making roles. 

This has massively changed what I believed of where women stood in the tech world and the amount of impact that we are making in this area. I am so proud to be a Dyspatchio and have such incredible women colleagues/leaders!

Emily R, Junior Graphic Designer 

What being a woman in tech means is a hard thing to answer. For me personally, it doesn’t feel different than anyone else being in tech. In the past, society wasn’t so accepting of women pursuing careers they are passionate about, but in today’s society it’s definitely changing. Thanks to all the other women who fought for their passions and their positions in tech, I get to feel at home in this industry.

Towards a diverse future

From all of us here at Dyspatch, happy International Women’s Day (and Month)! 

We hope you enjoyed reading these insights as much as we did collecting them. A big thank you to everyone who participated in this and shed some light on their experiences. Hopefully one day we’ll live in a world where the distinction “women in tech” is unnecessary.

But until then, let’s continue to uplift and amplify those who dare make bold strides in the face of age-old gender norms. Let’s champion those who defy the boy’s clubs too often seen in these sectors. 

And let’s make it our mission to strive for diversity, equity, and inclusion — in everything we do.

The post Celebrating Women in Tech: Insights, Inspiration, and Advice appeared first on Dyspatch.

Conducting interviews remotely (we use Zoom) allows us to connect with unique and talented candidates, wherever they may be, though it’s not without challenges! Our Operations department has put together an easy-to-follow checklist to help you make your remote interview process as smooth as possible. Try adding these tips!

• Formalize it – no matter what your remote interview process looks like, write out the steps and share them with everyone involved in your interviews
• Communicate with your candidates – tell them which platforms you’ll be using, how your remote interviews are structured, and what to expect. We even tell our candidates to dress comfortably, as we’re a casual office
• Offer breaks – if your remote interview process has more than one stage, cue a 5 minute camera and mic off break for the candidate in between each stage
• Have a moderator – assigning one of our trained interviews as a moderator has really improved our remote interview experience. In a remote interview our moderators:
  • Introduce themselves, stating their name, pronouns, and professional background & they call on other interviewers and the candidate to do the same
  • Outline the interview stages and when breaks, presentations via screen-sharing, and time for candidate questions will happen
  • Ensure there is a plan in place should there be connection issues – including how to rejoin the call, and encouraging candidates request questions be repeated if there are AV problems
  • Facilitate who should be speaking at what point, saying “I’ll go first” and passing it to the next person by name. 2020 showed us how easy it is to speak over each other on Zoom, and this step helps prevent it in interviewing, when it’s really nerve-wrecking! 

A shared set of best practices has set our interview teams up for success, and makes our process easy to replicate, giving our candidates a consistent and equitable experience. Give it a try with your next round of hiring and happy interviewing.

The post How to Conduct Interviews Remotely appeared first on Dyspatch.

In order to continue to grow as a diverse and highly capable team we need to have interviewers from each part of our organization, and at varying stages in their careers. Any Dyspatchio interested in interviewing starts our training process by shadowing at least five interviews. For our technical hires, our trainees will shadow our technical screening, and the different sections of our panel interviews, discussing teamwork, shared values, and previous experience, as well as technical competency. Through shadowing, our trainees learn to build appropriate and effective interview questions, craft in-depth follow-up questions, and evaluate candidate responses. We ensure each trainee participates in a variety of interviews so that they’ll be comfortable speaking with candidates for any available role. As a highly collaborative team, we seek input from Dyspatchios across the organization when we interview. For a recent Customer Success interview round, our interview panel had members of our sales, marketing, and development teams, as well as Customer Success!

In addition to shadowing, would-be interviewers read our internal Hiring and Recruitment guide, and some of the source material our interview process is based on. This lets them place our process in a larger context of recruitment practices. We also include them in the kick-off and debriefing meetings that bookend each requisition.

Our Operations team has worked with each department at Dyspatch to create a library of questions that interviewers can draw from when prepping for upcoming interviews. Our process dictates that each interview is run the same way, with interviewers asking the same questions, in the same order. This consistency ensures that each candidate has the same opportunity to showcase their skills, experience, and enthusiasm. 

Since moving all our interviews virtual, we’ve updated our interview guide so that each interviewer knows how to handle introductions, panel transitions, and any technical issues. After our Operations team developed these new practices, we added them to our training materials and updated everyone involved in our interviews. While our process is established, it’s important for it to be adaptable to the current environment. 

After finishing their interview training, our Dyspatchios debrief with our Ops team to confirm what they’ve learned and ask any questions. About half of our team is currently trained as interviewers with many team members on a waitlist to be trained. In our feedback surveys, candidates tell us that they find our interviewers prepared with relevant questions and practices and that the interview process feels fair. 

The post How We Train Our Interviewers appeared first on Dyspatch.

Interviewing is a skill and, like most skills, you can find improvement with preparation and practice. While my team of Dyspatchios can’t help you practice, we have put together this overview of our recruitment process to help you prepare for each step along the way!

We review applications as they arrive, looking for those who clearly align with the goals of our job postings. While we’re not looking for a perfect skills-match, we do hope to find candidates who show enthusiasm for our projects, tech stack, and mission.

The first step in our interview process is the manager call, a 30 minute Zoom video call between chosen candidates and the hiring manager. These calls cover your background and experience, as well as your interest in joining our team. You can prepare for these calls by reviewing our job post, your application materials, and taking a look at our website and social media accounts, to get a sense of our projects, vision, and ways of working. 

For technical roles, the next step in our interview process is a technical assessment. This helps us ensure that candidates moving forward have the level of technical proficiency needed to be successful in the role as we have designed it. Here are three recent examples of our technical screens:

• For a recent junior developer position we had candidates participate in a pair programming session with one of our senior devs using CoderPad. Working in a language of their choice, the candidates walked our dev through solving a simple problem. There are a lot of great resources online to help you prep for technical screens – our team recommends HackerRank. 
• When searching for a product designer, we had candidates spend 60 minutes speaking with two members of our Product team via Zoom. The conversation covered previous design experience and core design competencies. We also asked each candidate to walk our team through a portfolio piece, explaining their design decisions and techniques. To prepare for this kind of conversation, consider walking a friend through some of your favourite portfolio works, and articulating why these pieces still connect with you.
• We asked software developer candidates to meet with two people from our engineering team to do a live coding exercise on CodeSandbox, building a simple component using React to display data retrieved from an API. A collaborative process, our interviewers provided guidance, answered questions, and bounced ideas back-and-forth with the candidates — just like how we work together everyday! 

We want our candidates to meet Dyspatchios from the team they’re interviewing for, as well as folks they’ll work with from different departments. For candidates who have been successful in their manager call and technical assessment, we’ll arrange one or two more Zoom interviews, with the hiring manager and other folks you would work with closely. In one section, you’ll discuss your previous experience and projects, as well as your style of working. In another session you’ll meet with some potential co-workers to talk about how our team works and communicates, as well as our shared values. 

For preparation, we always suggest spending a little time getting to know more about our products (Dyspatch and Sendwithus). Also, if you have some time to check out our values, it may help you understand a little more about what drives a lot of our decision making day-to-day. Our values can be found on our careers page. You can also see what our #dyspatchios have been up to on our Instagram, and learn more about their backgrounds on LinkedIn.

We care about seeing our candidates succeed at the interview stage and we understand that interviews can be daunting! We don’t ask trick questions and we won’t ask you what kind of tree you’d like to be; we want to learn about the unique skills and experiences you’ve gained. You’re welcome to reuse strong examples across our different interview segments, and to ask our interviewers clarifying questions if you’re unsure about something.  

One of our interviewers will take the role of the “moderator” during our interviews, and will ensure you can hear & see our team clearly, and know what to do if tech challenges arise. They’ll also introduce our team, giving some short details about their roles and backgrounds before asking you to do the same. We ask everyone we speak with if they need any accommodations, as we want to ensure you’re as comfortable as can be, and we don’t mind shifting our schedules to accommodate candidates with strict work or care schedules. 

And that’s it! Hopefully seeing our end-to-end recruitment process helps you get ready for the conversations you may be having. Fundamentally, we want to get to know you, your interests and skills, and figure out how your previous experiences (professional or otherwise!) align with where we’re headed.

The post Our Recruitment Process appeared first on Dyspatch.

Fast forward three and a half years, and we now have 40 employees across two countries. And we’re still growing. As the company grew, we realized that what worked for 10 doesn’t work for 40. We took a hard look at what we were doing to protect ourselves and our team, and decided we needed to create a company Code of Conduct.

After we raised Series A funding, we increased our headcount very quickly and realized that our approach to HR needed to adapt. It didn’t make sense for us to rely on the fact that everyone could just talk about any issues or ask for any clarification they needed. We needed to document and communicate both our expectations of employees as well as what employees could expect from us and put it in an easily accessible format for everyone — new hires, current employees, and managers — to reference day-to-day.

At the forefront of all this was the creation of a comprehensive Code of Conduct that would serve as the framework, a source of direction, for all HR policies. If an employee is uncertain about a behaviour, message, or situation, they can reference the Code of Conduct. Our Code of Conduct morphed from a section of our original employee handbook, titled Expectations. It was basically a slightly fleshed out version of “don’t be an asshole” but nothing comprehensive.

Building a Code of Conduct can be a daunting task. What do you include? Who builds it? Why is it important? We went through many iterations of our Code of Conduct, the first of which was just a statement not written down anywhere. The second was that set of expectations in our old handbook, which are still a part of our Code of Conduct, but have been expanded and adjusted.

Now, we have a comprehensive Code of Conduct that covers:

General Conduct:
Guidelines for how we expect team members to behave day in and day out.

Discrimination and Harassment:
We have a zero tolerance policy. Employees can refer to the Discrimination and Harassment Policy for more detail.

Diversity and Inclusion:
Our promise never to discriminate against a team member or candidate.

Legal Obligations:
There are laws in place that differ from country to country and we expect team members to adhere to those laws and legal obligations.

Conferences and Events:
Expectations for how team members behave at any conference or event when representing our company.

Customers:
Expectations of how to interact with customers but also makes it clear that no customer has the right to abuse a team member.

Confidentiality:
All team members are expected to treat the data they have access to in a professional manner.

Drugs and Alcohol:
Focuses on impairment at work and using proper judgement when consuming alcohol at work. Now that cannabis is legal in Canada, this is also covered.

Reporting:
How to report an issue, anonymously or not, and the expected timeline for the issue to be addressed. It also prohibits any kind of retaliation against a team member for reporting an issue.

In the end, our Code of Conduct was built in collaboration with all stakeholders, with the Operations team receiving feedback every step of the way. Our Code of Conduct helps set the tone and direction for any new HR policies going forward.

The post How to Build a Code of Conduct appeared first on Dyspatch.

A structured onboarding process is crucial for two reasons. First, it reduces employee ramp-up time, allowing the new team member to begin contributing right away. At Dyspatch, we begin onboarding a week before a new hire’s first day, to confirm details like their desk setup, company email account, and access to software tools, such as Slack. Working through an onboarding checklist ensures nothing is missed. This early preparation helps new employees settle in quickly, by establishing a framework for success, before the new team member even steps into the office.

Second, onboarding creates opportunities for the new employee to mesh with the team. This is more than simply introducing everyone, it’s creating space for relaxed, social meetings with coworkers across teams. The new hire can begin to establish relationships with their teammates, which in turn fosters team cohesion and collaboration. We plan lunch outings or coffee walks, and sometimes a team will prepare lunch for everyone in the office. By the second or third week, the new employee is gaining an understanding of the different working styles within the company, and they’re starting to feel like part of the team.

The Approach

At Dyspatch, we’ve established our own version of The Three Ps of Onboarding: People, Product, and Place. This strategy helps us focus on the three areas we feel are most important in helping new team members settle in and succeed.

People

The new team member should get to know their coworkers. We provide ways for them to build rapport, facilitate communication, and find their place early on in their tenure. For instance, impromptu lunches or coffee breaks give the new employee the chance to chat with coworkers in a more relaxed setting.

Product

This includes not only the nuts and bolts of what the company builds/does, but also institutional information like the organization’s mission statement and values. By aligning the new team member with our mission statement, they gain a better understanding of what Dyspatch is working towards. It’s equally important for the new team member to be aware of our company values, and how they help further our mission. Combined, the mission statement and company values give the new hire a sense of who we are as a company, our office culture, and how we work together.

Place

In addition to understanding their role and responsibilities, it’s important for a new employee to know the day-to-day processes and procedures — from how to book a meeting room, to accessing a video call via Zoom, to making a pot of coffee — and what resources (printer, call booths, etc.) are available to them. We created an employee guidebook and company intranet that provide everything a new team member needs to know to be successful at Dyspatch.

With proper preparation and a little effort, an effective onboarding strategy will provide your new team members with the right support, and all the information they need, to hit the ground running.

The post The Importance of Effective Onboarding to New-Hire Success appeared first on Dyspatch.

If you’ve worked at a few startups, you already know that workplace culture, structure, benefits, and perks can vary considerably from company to company. An interview is your opportunity to ask questions about how your prospective employer views the things that are important to you.

This first batch of questions is specific to startups. Senior managers on your interview panel should be able answer these questions, (or find the answers for you), but you’ll have to do some research to determine whether you’re happy with the answers they provide.

• Is the startup bootstrapped or venture backed?
• What stage of investment has been raised?
  • Maybe you only want to apply to work at companies that have raised series A funding, or perhaps you’re excited by the challenge of working for a company that is bootstrapped.

• How much do you see the company growing in the next year?
• Can you tell me about your equity program?
  • If you want more information on equity, this Clef guide is a great starting point. For now, though, let’s leave equity for a future blog post.  
• Who sits on the Board of Directors?

Before I started at Dyspatch, I didn’t know to ask any of these questions. I’ve learned a lot about how startups work from the transparency we value as a company.

Asking about company values is also a good way to gain insight into how a company operates. No company can focus on all things, so learning what values the leadership team has decided are critical to company success can help you decide if the company is a good fit for you.

• What are your company values and why were they chosen?
• Do you allocate budget/resources to professional and career development?
• Are you involved in the tech community in your city?

These are things that are important to me, personally, and to Dyspatch as a company, but other values could be make-or-break for you. Think about the aspects of an employer you value most and ask questions around them. Is it important that remote work is supported? Maybe you require flexible working hours to take care of a family member? You can find out if your priorities align with those of a prospective employer by asking about their values, policies, and employee supports.

Lastly, ask about how employees work together. Whether this is something you want to be already well established or something you think you can help to improve, it’s great to know how the company works together to build a great product.

• How do employees collaborate, both within and across teams?
• What software do you use to organize teams, tasks, and projects?

Whether you’re currently job seeking or happy in your present role, these questions can give you something to think about now and into the future. If you’re interested in a role at a startup, have a look at our open source job board to learn about available positions at companies in Victoria, BC.

The post How to Interview at a Tech Startup appeared first on Dyspatch.

Since receiving that advice, we committed to revising our EVP annually, to iterate on it as we grow and change as an organization. Armed with a great EVP, we are set up to close candidates more quickly and with less negotiation. Before our EVP was created and refined, we would often find ourselves giving multiple answers to the same question, depending on who was answering, causing confusion and extending our timeline to close a candidate. Now, we have consistent language, are able to set concrete expectations up front, and typically close candidates within two weeks.

According to Gartner, a good EVP should focus on five key categories: Opportunity, People, Organization, Work, and Rewards. Each category helps a future employee evaluate important aspects of your company, answering questions like:

• “What opportunities are there for career development?” – Opportunity
• “Who will I be working with?” – People
• “Is the company poised for success?” – Organization
• “How challenging is the role?” – Work
• “What level of compensation and benefits am I being offered?” – Rewards

If you can effectively communicate high-level answers to these questions in your EVP, and deliver on them once a candidate is hired, you’ll have a 50% higher chance of attracting and hiring the right people for your organization. You’ll also reduce turnover by up to 70% and improve engagement by nearly 30% (Gartner).

Companies commonly make two mistakes when creating an EVP: Creating them within the vacuum of HR and with only executive-level input. These two groups often hold different perspectives on what makes the organization a great place to work than front-line employees and managers. To counteract this, we sat down individually with each executive and manager, plus a large, random sample of employees, and asked them, “What do you enjoy about working here and how would you describe it to another person?”

The results were astounding. We received insight from all levels and all departments within the company that proved invaluable in helping us create our EVP. An added bonus from these conversations was candid feedback on what could be improved and the reasons some employees joined our organization over another. It also helped us strengthen our interview training program.

Next, we worked to empower each team to use the new EVP in their own way to promote their work. Each team created their own ‘mini’ EVP that correlated with and supported the overarching company EVP. This gave each team talking points and direction when answering questions from candidates, friends, family, former colleagues, and even across teams internally, about their top reasons for working at Dyspatch.

I want clarify that not everything in our EVP is rainbows and sunshine. We’re up-front about the challenges we’re addressing as a company when we communicate our EVP to candidates. I can’t stress enough the importance of making sure your EVP is honest and transparent. By truly owning any difficulties you’re facing as an organization, and being honest with your EVP, you can help set your new team member up for success. When a new hire comes into an organization “eyes wide open”, they have a better understanding of how to be successful, what needs improvement, and which areas are already working well.

With the right EVP, one that is truly transparent and honest, you’re already building trust before you even hire someone. And trust is the foundation upon which every team member’s success is built.

The post How to Create an Honest and Transparent Employee Value Proposition appeared first on Dyspatch.

For some roles, your efforts will be successful and you’ll fill a role with a great new team member, while for others, you may not generate much response. In 2018, we doubled our headcount at Dyspatch, and to achieve that, we had to commit to outbound recruiting for many of our open positions. We learned a great deal in the process and we’ve distilled those lessons into these top three tips.

1. Personalize

Customizing your outreach email will get a higher response rate. A one-size-fits-all template is usually full of robotic, impersonal boilerplate, making it easy to spot. Virtually no one answers that kind of email.

Tailor your outbound emails to focus on why you think that specific candidate is the right fit for your role. Do your homework. Research the candidate’s experience and mention how their current or previous responsibilities and achievements match what you’re looking for. You can also look at recommendations from past colleagues and use their positive feedback to reinforce your message.

Every email you send is an opportunity to create a connection with a candidate. Look for articles the candidate has written or posted to their profile, and make the effort to actually read them. Mention them in your email to demonstrate the depth of your interest to the candidate.

Lastly, treat candidates as customers. Their overall experience determines not only the success of your current recruiting efforts but how they will think and talk about your company in the future.

2. Refine, Refine, Refine

Outbound recruitment isn’t a set-it-and-forget-it strategy. At Dyspatch, our outbound process is constantly evolving. We started with a simple three-touch program but after more research, some experimentation, and data analysis, we moved to a five-touch program to improve response rate. Those five touches consist of:

1. Reach out and try to pique the interest of the candidate. We want to establish that first connection, and briefly explain the role we’re trying to fill.
2. Elaborate on the open position to foster interest. Explain the benefits and responsibilities of the role in more detail.
3. Define our employer brand. This means showcasing our company culture by linking to our Careers page, Instagram, and Glassdoor.
4. Final check-in to gauge interest and request referrals.
5. Keep in touch over time. We always want to maintain a relationship with candidates – they may not have been interested now but that could change in the future.

3. Outbound Recruitment Is a Numbers Game

It can take hundreds of emails, sent to hundreds of candidates, to close a position. For a previous open role, we engaged 50 candidates per week, sending over 600 emails in a month, with a response rate of 1%.

By constantly looking at our response rates, open rates, click rates, and conversation rates, we are continuously optimizing our outbound program. This has helped us develop a program that allows us to better predict the time to close an average position at Dyspatch. We also use the data to refine our messaging, determine which subject lines resonate with candidates, and find the optimal number of touch points for the best conversion rate.

Outbound recruitment requires patience and persistence. For perspective, when recruiting for a past Field Marketer opening, we sourced an average of 50 candidates per week, and sent ~600 nurture emails per month, to successfully hire one candidate. You’re playing the long game with outbound recruitment, reaching out to numerous leads to elicit that one, right response, the one that results in an interview and, ultimately, a filled position. And that’s the one that will make it all worthwhile.

The post The Top 3 Tips for Successful Outbound Recruiting appeared first on Dyspatch.