April 30, 2025 • 18 mins
n this episode of Salesforce Hiring Edge, Josh Matthews and Josh LeQuire break down two real-world Salesforce hiring stories—one a textbook win, the other a slow-motion fail. You’ll learn exactly what separates high-velocity teams who land top talent from the ones who lose momentum and miss out.
Josh unpacks a step-by-step playbook on how one fast-moving company hired a Salesforce pro in under 48 hours—from job order to offer. No red tape, no games, just clear priorities, time-blocked interviews, and decisive leadership.
💡 Learn why:
- Speed is the #1 hiring advantage in 2025
- Onsite requirements kill pipelines
- Expert recruiters are your best asset
- Poor candidate experience will cost you big
Perfect for Salesforce hiring managers, delivery leaders, and anyone tired of watching top talent slip through their fingers.
🔗 Subscribe, review, and share this with someone who needs to hear it.
Keywords: Salesforce hiring, remote hiring strategy, talent acquisition 2025, Salesforce recruiter, fast hiring process, staffing strategy, candidate experience, HR tech, Twilio hiring automation, AI recruiting tools
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Josh Matthews (00:00):
What did this company do right?
Well, first of all, they movedfast.
He knew that he needed someonereally, really quickly.
So he had already carved outtime for conversations and
interviews the very next day,Because we all know when we're
trying to put out firesconstantly and then you're not
even carving out time to meetthe people who are going to put
the fires out for you.
(00:20):
Well, good luck with that.
It doesn't really work.
Welcome to Salesforce HiringEdge, the show for leaders who
want to hire smarter and scalefaster with Salesforce.
Josh LeQuire (00:29):
Whether you're building a team or bringing in a
consulting partner.
Josh Matthews (00:31):
We're breaking down what actually works in the
real world.
All right, let's get into it.
All right, guys.
A tale of two hires, how onecompany nailed their Salesforce
hire and another missed the mark.
What happened?
Oh my God, what happened?
Okay, I'm going to tell you alittle tidbit about AI.
I get about three to 400 emailsa day.
(00:54):
It can be a little bit much.
So I knew one thing about methat I was going to miss some
really important emails andmessages that come from my
website.
When a client logs into thesalesforcerecruitercom and says
yes, josh, I need help, pleasehelp me.
Sometimes I'm just a littlelate, maybe it's an hour, maybe
it's 24 hours, but everyonewho's in sales knows that
(01:16):
whoever's first to that torespond to that client is going
to win.
So what did I do?
I jumped on lindyai this is nota paid ad, by the way, but I
jumped on lindyai.
And then I jumped on Twilio.
I set myself up with a nicelittle SMS phone number.
By the way, it was a total painin the ass to set this thing up
, but I did it.
I pushed through.
It was really late at night,kind of like right now you can
(01:37):
see the cleaners are in, okay,but kind of like right now and I
just pushed through until I gotit set up.
I basically set it up so thatwhenever this email, an email
comes in with this subject line,I want to get a text message
and a Slack notification.
So the next day I'm driving hereto my office in Palm Beach
Gardens I live in Florida andding my Slack, goes off Boom
(02:00):
email notification.
It's got all their contactinformation.
As I'm driving I go ahead andjump on hands-free, dial the
number and get on the horn withthis hiring manager.
Now, this guy is neat, super,super neat guy.
I was texting with him today.
Actually Super neat guy,vibrant, energetic, like knows
what he wants.
A total doer.
(02:21):
Okay, big time dude Done crazycool stuff.
I get on the horn with him.
We schedule a meeting for alittle bit later on that day.
We talk, not long, maybe halfan hour, 40 minutes.
Boom, by one o'clock.
Had a signed agreement by thatevening.
I had set him up with threeinterviews for three candidates.
These were remote roles but allthree candidates were in
(02:43):
Florida.
So if they wanted to drive overto the Orlando area where he's
based and have some meetings andhave some conversations, they
could totally do it.
He met all three candidates and, by the way, guess what All
three candidates could do thejob?
Super dope, okay.
But he picked his favorite, andI knew he would, because I've
got a track record here atSalesforce staffing wherein and
(03:04):
I've looked at this and I reviewit every year 50% of the
candidates that are hired fromus are the very first person
that we send across.
Well, I'll talk about thatanother day, but it's a pretty
cool stat.
So he said you know what?
This is the guy?
All right, the following Monday, that individual met with HR
and met with head of marketing,and then he had an offer just a
(03:26):
handful of days later and hestarted today.
Started today, okay.
So what did this company do,right?
Well, first of all, they movedfast.
There was no red tape.
He had the authority to signand he signed the agreement move
forward.
He knew that he needed someonereally, really quickly, so he
had already carved out time forconversations and interviews the
very next day.
(03:46):
He time blocked.
That's number two.
Okay, what else did he do?
He followed up to make sure that, while he was going away for
like three or four days, that HRand marketing were going to
connect with this candidate,this terrific candidate.
He was pretty smitten and thena verbal offer came very quickly
.
It was the right amount.
No one reneged, nobody changed.
(04:06):
The candidate didn't changetheir number, the client didn't
change their number.
It was a very fair number andthe candidate started 14 days
later after the offer Boom done,pretty stoked.
So what they did right was well,and this is a little bit
braggadocio and I hate to dothis.
I really do kind of hate to dothis, but this is actually kind
of an important step.
(04:26):
He brought in a specializedSalesforce recruiter.
I am not the only Salesforcerecruiter in the world, by the
way.
There are lots of people outthere.
I happen to think I'm the best,but I've met some really
wonderful recruiters out there.
I'm definitely not going toknock them.
They're great people out there.
The there are great people outthere, okay.
The other thing is he had thedecision-making authority right
and the budget, so he was readyto go, not like, oh, I got to
(04:49):
get this approved, oh, I got togo talk to Mr Dr no up in Dr no,
the CFO, right.
He cleared his calendar forthree hours to have the
conversations necessary to makehis life dreamy and light right,
because we all know, when we'retrying to put out fires
constantly and then you're noteven carving out time to meet
the people who are going to putthe fires out for you, well,
(05:11):
good luck with that.
It doesn't really work.
And then he made a fast and avery strong offer with no red
tape.
So the result was zeroconfusion, a clear and confident
hiring process, lots ofcandidate excitement and
commitment, right, and a rockstar hire who's adding tons of
value.
I mean, this guy.
This guy is an admin, actuallyhas a doctoral degree as an
(05:34):
admin, but it's really more of ajunior architect.
But his company that he wasworking for didn't see the light
in him.
But my client did and he made amove and he made a good offer.
All right, that's a perfect,perfect tale, right?
But this is a tale of two joborders.
Now I'm going to tell you whatactually went wrong with the
other one and I I can clearlyremember the conversation that I
(05:57):
had with the candidate and I'mgoing to tell you a secret the
candidate that accepted theoffer that started work today,
actually interviewed at thisother company.
This other client brand newclient of mine never worked with
him before referred by a friendactually interviewed with them.
He did not get an offer fromthis company, even though they
(06:20):
wanted on-site and he was 10minutes away.
Again, good luck with that.
That's really hard to do whenyou're looking to bring people
on-site and I'm talking likeon-site, on-site five days a
week Doesn't matter.
If you've got free beer and apool table and mini pot pot in
the main lobby, doesn't matter,right?
(06:41):
The pool of candidates goesfrom like this freaking big and
it just shrinks right down tonext to nothing.
It's very, very hard to fillthose roles, okay, and you wind
up generally paying a little bitmore and on average, they
perform approximately threeweeks less of work every single
year than a remote employee.
Bet you didn't know that, butthat's fact.
(07:02):
Yeah, you can look it up, jumpon perplexity and ask it Okay,
so what went wrong?
Well, we had a solid job order,right, took a little bit of time
to get things scheduled.
The interview was a 30 minuteinterview and the feedback that
I got from my candidate wasbasically this I couldn't read
the guy.
(07:22):
I don't know if he was everreally looking at me.
He never smiled once, right?
No rapport was developed.
Well, guess what, especially ifyou're going to go into the
office.
Don't you want to actuallyenjoy working with the person,
feel some kind of connection,right?
So then it took days to getfeedback from my client, even
(07:44):
though I'd already relayed someinformation.
Took three days to get them onthe phone Finally got it.
So we had some momentum kill,right, like real momentum kill.
And, guys, when you're trying tohire someone, this is like
catching a wave when you're outsurfing.
I used to surf back in the day.
It was a lot of fun.
You missed the wave.
You missed the wave.
It's just going to slide rightout under you and now you got
(08:07):
noodle arms because you'reexhausted from paddling so hard.
What you want to do is catchthe wave, the energy, and let
the energy of the wave cascadeyou down so you can have a nice
cruisy ride.
So you gotta catch that waveearly when you're hiring.
This is absolutely critical.
Okay, there were very rigid,outdated hiring requirements
(08:28):
Full-time onsite well, that'skind of a deal breaker in 2025,
not 100% of the time, but forthe most part, I gave a lot of
recommendations, that expertguidance.
It was dismissed.
They were already working witha number of IT generalist
recruiters, apparently.
Just for full disclosure, myunderstanding is the role.
(08:50):
Now, a month later, has beenfilled.
I don't know how good theperson is.
Fingers crossed.
I wish him the best.
I hope it goes great.
The competition, it wasbasically the same, the job
requirements basically the sameBe someone's right-hand person
and get to work on cool projectsand manage a relatively small
team of professionals within amuch larger, high-, multi, multi
(09:16):
, multimillion dollarorganization.
So how did this individual missthe mark?
Well, rapport, rapport, rapport.
No eye contact, none of thesesmiles.
I don't care what your teethlook like, you still got to
smile, right, you got to becurious.
What do you do for fun?
What do you like to do?
And then there was a little bitof cognitive God I can't a
little bit of cognitivedissonance around some of the
(09:39):
responses, because I knowexactly what my candidate had
said to this person, because hehad told me this is what he was
going to say to the client.
And the client said oh well, hesaid this and that means that
and that means this.
There's this thing that peopledo where they're constantly
looking for subtext.
You know what I that people dowhere they're constantly looking
for subtext.
You know what I mean by that.
They're trying to read betweenthe lines.
(10:01):
But guess what?
Sometimes there's nothing inbetween the lines.
Sometimes the lines are justthe lines right, we talked about
.
I went to art school.
There was so much BS going onwhen people would critique my
work.
Oh, I think it means this.
I think it means that no, dude,it's just a cool picture.
Okay, move on.
Sometimes there is no subtext.
You want subtext.
You want people to really wantto read a candidate.
(10:22):
Well then, incorporate someonewho's really good at reading
people.
And, by the way, if you're aCIO or a CTO, you might be
awesome and you might be prettygood at reading people, but my
guess is that you're not highlytrained in it.
Right, go with someone who,like you, might be able to sell
your house, but you'll probablysell it faster and possibly for
(10:42):
more money if you use a reallygood realtor.
Well, you might be okay withnumbers Doesn't mean you're not
going to hire an accountant toprocess your tax returns for
your business.
You might not want to do that,right?
So you've got to put the trustin the people that are actually
skilled at this stuff, and itmight be your Aunt, jenny, it
(11:04):
might be your wife or yourhusband, it might be that your
cousin is an FBI profiler.
Give it to them, have them jumpon a call for half an hour or
an hour with these folks.
But just assume, maybe I'mreally really really good at
things and maybe I'm pretty darngood at people, but maybe I'm
not an expert at reading all ofthe signs, the behavioral clues,
(11:26):
the micro facial expressionanalysis.
Maybe I haven't been trained inlie detection and things like
that.
Like top recruiters in any fieldare Like you've got to pay
attention to that stuff and whenyou do, when you spend a little
man, you de-risk things.
And when I say de-risk, it'snot just about not getting the
right hire, it's not just about,like, protecting yourself from
(11:48):
a bad hire.
It's not missing out on a greathire that you said no to
foolishly, all right.
So key takeaways on this greathire, fast action, no hire,
delays great hire.
Strategic clarity, no hire ordelayed hire.
Process confusion, flexibilityon the good side, rigidity on
(12:11):
the bad side.
Trusted expert input on the oneside, ignored expert input on
the other side.
Market aligned compensation,low ball offer or zero traction
on another.
Remote friendly, remote friendly, onsite, limited flexibility.
Okay, the reality is is thatonly 8% of remote workers are
willing to return full time tothe office.
(12:33):
Did you know that?
And that 90 plus, a 90% plus ofall Salesforce professionals
are actually currently in fullyremote roles?
So what does that mean?
Well, if you do the math andI'm okay at math, I'm not great,
I'm not a whiz, right, but ifyou do the math and I'm okay at
math I'm not great, I'm not awhiz, right but if you do the
math, I'll just say this itsucks.
Okay, it really really sucks.
(12:53):
It's 2% of the population isactually interested in an
on-site role and, by the way,they're only interested in it
because they're not working.
If they are working, they'repretty much not interested at
all.
Right, and God forbid.
You hire someone on site andthe market picks up and the job
orders start to flow like weused to see two years ago 45,000
(13:16):
jobs being posted every singlemonth on LinkedIn.
Man, you're in for a world ofhurt.
They talk about the greatresignation, which was really
the great musical chairsexperience.
That's what we're talking abouthere, guys.
So bottom line speed, clarity,market awareness and flexibility
wins.
Rigid processes, outdatedexpectations, poor candidate
(13:39):
experience You're going to lose.
That's what hiring is going tobe like in 2025.
Everybody welcome to SalesforceHiring Edge.
If you've been following us forthe last few years, you're
probably aware that theSalesforce Career Show has now
morphed.
There's a lot of informationout there, gosh, don't you think
there's like tons ofinformation out there like how
to get involved in the ecosystem?
(14:00):
There's a lot of informationout there about how to grow your
team and improve your team, butthere's very little information
in the marketplace that has aclear understanding of how can
someone in this specificecosystem, this field, with this
software, these types ofemployees that they're hiring,
these types of engagements.
There are some uniqueattributes.
(14:22):
Now, I happen to believe thatthere are basic hiring and team
building principles that can youknow.
They cover everything.
Right.
If everybody followed all ofthose core principles like
everyone would be fine, no bigdeal.
But even so, it can really helpto have information that's truly
catered to your situation.
Maybe you're a CIO, maybeyou're a CTO, maybe you're a CIO
(14:45):
, maybe you're a CTO, maybeyou're a VP of delivery, maybe
you're an HR recruiter, a talentacquisition person working
inside a mid to large sizedSalesforce consulting practice,
and the challenges that you faceare going to be a little bit
different than others.
They're going to be a littlebit unique to your specific
situation.
(15:05):
So that's why we decided tochange the Salesforce career
show we have over.
I think it's like 100 hours,2000 pages of transcripts.
They're served, they're goingto be okay.
They've got access to theinformation that they need.
So we're not really worriedabout them.
But we are a little bit worriedabout you because I have, in my
seat as the Salesforce recruiterrunning the
salesforcerecruitercom, I haveseen time and time and time
(15:28):
again the same kinds of mistakesbeing made People going with
gut feel, people not takingenough time in their interview
process, people not expeditingtheir interview process fast
enough, asking trick questionsthat have absolutely zero value
to the quality of the hire.
So we created this showspecifically for you.
(15:50):
It's not just me.
I'm also with my friend, joshLaQuire.
Josh has been in the industrysince 2011.
He's been helping to buildteams and execute projects and
create applications since 2003.
He's a personal friend.
He's also been a client of minewhen he was running a PDO.
So, josh, go ahead and tell usa little bit about you real
(16:12):
quick what do you do, and alittle bit more about your
background and why you'reactually even on the show.
Josh LeQuire (16:17):
Yeah, no.
Thank you, josh.
I think you invited me on thecareer show a few months ago and
really enjoyed the topics ofconversation around how to help
folks get hired, what to lookfor in terms of scaling up and
how to develop talent and leadteams.
I think those are great topicsand you brought some great
people on the show.
So it's been an honor to speakwith you and certainly an honor
to be here again today.
(16:37):
I run SeaCurrents.
We're a systems implementationpartner.
That's the letter C and thenthe word currentscom.
It is a play on words because Ilive right next to the ocean in
Charleston, south Carolina, andI love getting out on the water
, so it is near and dear to myheart.
But, as Josh mentioned, since2003, I've probably had my hands
in and have led teams and beena part of teams for building
(16:59):
nearly probably about a thousandapps no kidding between
implementations, appexchangework and various teams that have
covered that.
So I've had my hands in a lot ofdifferent projects and I think
what I've learned over many,many years is that the
technology is a nice thing andcertainly can do a lot, but you
have to really understand thebusiness, you have to understand
people, dynamics.
(17:20):
You have to understand servicedynamics for any of your work to
be successful in this business.
90% of it, perhaps even morethan that, is just understanding
who you're working with, whatyou're trying to do and how to
get them to use the solutionsthat you're building.
It's remarkably more focused onthe human and less focused on
technology than a lot of peoplethink, so I spend eight nine
hours of my day getting deep inthe technical side, but looking
(17:42):
forward to talking more aboutthe business side with you in
terms of how to build effectiveteams and get stuff done in this
world.
Josh Matthews (17:49):
That's right, and it's the business side, but
more importantly, it's the humanside, and that's what we're
here to talk about.
So we would love it if youwould not miss a single episode.
We're going to be producing30-minute segments once a week.
They're going to be releasedWednesday mornings for the
podcast and Wednesday afternoonsfor the video.
You can find the videos at JoshForrest one word on YouTube and
(18:09):
you can find the podcast onyour favorite platform Spotify,
apple, you name it.
It does help.
If you like the episodes and ifyou don't want to miss any of
them, I recommend that yousubscribe and, if you like them,
make sure that you share itwith your friends.
So stay tuned.
We have a number of wonderfulguests coming on, including in
our next episode.
(18:30):
We're going to have DavidKestenberg.
David's I got to tell you veryquickly has become one of my
favorite people.
He has scaled teams.
He's got so much depth in theecosystem and he brings about a
very structured way to go aboutand help you learn how to scale
your teams in the Salesforceecosystem.
We'll be back next week.
What did this company do right?
Well, first of all, they movedfast.
He knew that he needed someonereally, really quickly.
So he had already carved outtime for conversations and
interviews the very next day,Because we all know when we're
trying to put out firesconstantly and then you're not
even carving out time to meetthe people who are going to put
the fires out for you.
(00:20):
Well, good luck with that.
It doesn't really work.
Welcome to Salesforce HiringEdge, the show for leaders who
want to hire smarter and scalefaster with Salesforce.
Josh LeQuire (00:29):
Whether you're building a team or bringing in a
consulting partner.
Josh Matthews (00:31):
We're breaking down what actually works in the
real world.
All right, let's get into it.
All right, guys.
A tale of two hires, how onecompany nailed their Salesforce
hire and another missed the mark.
What happened?
Oh my God, what happened?
Okay, I'm going to tell you alittle tidbit about AI.
I get about three to 400 emailsa day.
(00:54):
It can be a little bit much.
So I knew one thing about methat I was going to miss some
really important emails andmessages that come from my
website.
When a client logs into thesalesforcerecruitercom and says
yes, josh, I need help, pleasehelp me.
Sometimes I'm just a littlelate, maybe it's an hour, maybe
it's 24 hours, but everyonewho's in sales knows that
(01:16):
whoever's first to that torespond to that client is going
to win.
So what did I do?
I jumped on lindyai this is nota paid ad, by the way, but I
jumped on lindyai.
And then I jumped on Twilio.
I set myself up with a nicelittle SMS phone number.
By the way, it was a total painin the ass to set this thing up
, but I did it.
I pushed through.
It was really late at night,kind of like right now you can
(01:37):
see the cleaners are in, okay,but kind of like right now and I
just pushed through until I gotit set up.
I basically set it up so thatwhenever this email, an email
comes in with this subject line,I want to get a text message
and a Slack notification.
So the next day I'm driving hereto my office in Palm Beach
Gardens I live in Florida andding my Slack, goes off Boom
(02:00):
email notification.
It's got all their contactinformation.
As I'm driving I go ahead andjump on hands-free, dial the
number and get on the horn withthis hiring manager.
Now, this guy is neat, super,super neat guy.
I was texting with him today.
Actually Super neat guy,vibrant, energetic, like knows
what he wants.
A total doer.
(02:21):
Okay, big time dude Done crazycool stuff.
I get on the horn with him.
We schedule a meeting for alittle bit later on that day.
We talk, not long, maybe halfan hour, 40 minutes.
Boom, by one o'clock.
Had a signed agreement by thatevening.
I had set him up with threeinterviews for three candidates.
These were remote roles but allthree candidates were in
(02:43):
Florida.
So if they wanted to drive overto the Orlando area where he's
based and have some meetings andhave some conversations, they
could totally do it.
He met all three candidates and, by the way, guess what All
three candidates could do thejob?
Super dope, okay.
But he picked his favorite, andI knew he would, because I've
got a track record here atSalesforce staffing wherein and
(03:04):
I've looked at this and I reviewit every year 50% of the
candidates that are hired fromus are the very first person
that we send across.
Well, I'll talk about thatanother day, but it's a pretty
cool stat.
So he said you know what?
This is the guy?
All right, the following Monday, that individual met with HR
and met with head of marketing,and then he had an offer just a
(03:26):
handful of days later and hestarted today.
Started today, okay.
So what did this company do,right?
Well, first of all, they movedfast.
There was no red tape.
He had the authority to signand he signed the agreement move
forward.
He knew that he needed someonereally, really quickly, so he
had already carved out time forconversations and interviews the
very next day.
(03:46):
He time blocked.
That's number two.
Okay, what else did he do?
He followed up to make sure that, while he was going away for
like three or four days, that HRand marketing were going to
connect with this candidate,this terrific candidate.
He was pretty smitten and thena verbal offer came very quickly
.
It was the right amount.
No one reneged, nobody changed.
(04:06):
The candidate didn't changetheir number, the client didn't
change their number.
It was a very fair number andthe candidate started 14 days
later after the offer Boom done,pretty stoked.
So what they did right was well,and this is a little bit
braggadocio and I hate to dothis.
I really do kind of hate to dothis, but this is actually kind
of an important step.
(04:26):
He brought in a specializedSalesforce recruiter.
I am not the only Salesforcerecruiter in the world, by the
way.
There are lots of people outthere.
I happen to think I'm the best,but I've met some really
wonderful recruiters out there.
I'm definitely not going toknock them.
They're great people out there.
The there are great people outthere, okay.
The other thing is he had thedecision-making authority right
and the budget, so he was readyto go, not like, oh, I got to
(04:49):
get this approved, oh, I got togo talk to Mr Dr no up in Dr no,
the CFO, right.
He cleared his calendar forthree hours to have the
conversations necessary to makehis life dreamy and light right,
because we all know, when we'retrying to put out fires
constantly and then you're noteven carving out time to meet
the people who are going to putthe fires out for you, well,
(05:11):
good luck with that.
It doesn't really work.
And then he made a fast and avery strong offer with no red
tape.
So the result was zeroconfusion, a clear and confident
hiring process, lots ofcandidate excitement and
commitment, right, and a rockstar hire who's adding tons of
value.
I mean, this guy.
This guy is an admin, actuallyhas a doctoral degree as an
(05:34):
admin, but it's really more of ajunior architect.
But his company that he wasworking for didn't see the light
in him.
But my client did and he made amove and he made a good offer.
All right, that's a perfect,perfect tale, right?
But this is a tale of two joborders.
Now I'm going to tell you whatactually went wrong with the
other one and I I can clearlyremember the conversation that I
(05:57):
had with the candidate and I'mgoing to tell you a secret the
candidate that accepted theoffer that started work today,
actually interviewed at thisother company.
This other client brand newclient of mine never worked with
him before referred by a friendactually interviewed with them.
He did not get an offer fromthis company, even though they
(06:20):
wanted on-site and he was 10minutes away.
Again, good luck with that.
That's really hard to do whenyou're looking to bring people
on-site and I'm talking likeon-site, on-site five days a
week Doesn't matter.
If you've got free beer and apool table and mini pot pot in
the main lobby, doesn't matter,right?
(06:41):
The pool of candidates goesfrom like this freaking big and
it just shrinks right down tonext to nothing.
It's very, very hard to fillthose roles, okay, and you wind
up generally paying a little bitmore and on average, they
perform approximately threeweeks less of work every single
year than a remote employee.
Bet you didn't know that, butthat's fact.
(07:02):
Yeah, you can look it up, jumpon perplexity and ask it Okay,
so what went wrong?
Well, we had a solid job order,right, took a little bit of time
to get things scheduled.
The interview was a 30 minuteinterview and the feedback that
I got from my candidate wasbasically this I couldn't read
the guy.
(07:22):
I don't know if he was everreally looking at me.
He never smiled once, right?
No rapport was developed.
Well, guess what, especially ifyou're going to go into the
office.
Don't you want to actuallyenjoy working with the person,
feel some kind of connection,right?
So then it took days to getfeedback from my client, even
(07:44):
though I'd already relayed someinformation.
Took three days to get them onthe phone Finally got it.
So we had some momentum kill,right, like real momentum kill.
And, guys, when you're trying tohire someone, this is like
catching a wave when you're outsurfing.
I used to surf back in the day.
It was a lot of fun.
You missed the wave.
You missed the wave.
It's just going to slide rightout under you and now you got
(08:07):
noodle arms because you'reexhausted from paddling so hard.
What you want to do is catchthe wave, the energy, and let
the energy of the wave cascadeyou down so you can have a nice
cruisy ride.
So you gotta catch that waveearly when you're hiring.
This is absolutely critical.
Okay, there were very rigid,outdated hiring requirements
(08:28):
Full-time onsite well, that'skind of a deal breaker in 2025,
not 100% of the time, but forthe most part, I gave a lot of
recommendations, that expertguidance.
It was dismissed.
They were already working witha number of IT generalist
recruiters, apparently.
Just for full disclosure, myunderstanding is the role.
(08:50):
Now, a month later, has beenfilled.
I don't know how good theperson is.
Fingers crossed.
I wish him the best.
I hope it goes great.
The competition, it wasbasically the same, the job
requirements basically the sameBe someone's right-hand person
and get to work on cool projectsand manage a relatively small
team of professionals within amuch larger, high-, multi, multi
(09:16):
, multimillion dollarorganization.
So how did this individual missthe mark?
Well, rapport, rapport, rapport.
No eye contact, none of thesesmiles.
I don't care what your teethlook like, you still got to
smile, right, you got to becurious.
What do you do for fun?
What do you like to do?
And then there was a little bitof cognitive God I can't a
little bit of cognitivedissonance around some of the
(09:39):
responses, because I knowexactly what my candidate had
said to this person, because hehad told me this is what he was
going to say to the client.
And the client said oh well, hesaid this and that means that
and that means this.
There's this thing that peopledo where they're constantly
looking for subtext.
You know what I that people dowhere they're constantly looking
for subtext.
You know what I mean by that.
They're trying to read betweenthe lines.
(10:01):
But guess what?
Sometimes there's nothing inbetween the lines.
Sometimes the lines are justthe lines right, we talked about
.
I went to art school.
There was so much BS going onwhen people would critique my
work.
Oh, I think it means this.
I think it means that no, dude,it's just a cool picture.
Okay, move on.
Sometimes there is no subtext.
You want subtext.
You want people to really wantto read a candidate.
(10:22):
Well then, incorporate someonewho's really good at reading
people.
And, by the way, if you're aCIO or a CTO, you might be
awesome and you might be prettygood at reading people, but my
guess is that you're not highlytrained in it.
Right, go with someone who,like you, might be able to sell
your house, but you'll probablysell it faster and possibly for
(10:42):
more money if you use a reallygood realtor.
Well, you might be okay withnumbers Doesn't mean you're not
going to hire an accountant toprocess your tax returns for
your business.
You might not want to do that,right?
So you've got to put the trustin the people that are actually
skilled at this stuff, and itmight be your Aunt, jenny, it
(11:04):
might be your wife or yourhusband, it might be that your
cousin is an FBI profiler.
Give it to them, have them jumpon a call for half an hour or
an hour with these folks.
But just assume, maybe I'mreally really really good at
things and maybe I'm pretty darngood at people, but maybe I'm
not an expert at reading all ofthe signs, the behavioral clues,
(11:26):
the micro facial expressionanalysis.
Maybe I haven't been trained inlie detection and things like
that.
Like top recruiters in any fieldare Like you've got to pay
attention to that stuff and whenyou do, when you spend a little
man, you de-risk things.
And when I say de-risk, it'snot just about not getting the
right hire, it's not just about,like, protecting yourself from
(11:48):
a bad hire.
It's not missing out on a greathire that you said no to
foolishly, all right.
So key takeaways on this greathire, fast action, no hire,
delays great hire.
Strategic clarity, no hire ordelayed hire.
Process confusion, flexibilityon the good side, rigidity on
(12:11):
the bad side.
Trusted expert input on the oneside, ignored expert input on
the other side.
Market aligned compensation,low ball offer or zero traction
on another.
Remote friendly, remote friendly, onsite, limited flexibility.
Okay, the reality is is thatonly 8% of remote workers are
willing to return full time tothe office.
(12:33):
Did you know that?
And that 90 plus, a 90% plus ofall Salesforce professionals
are actually currently in fullyremote roles?
So what does that mean?
Well, if you do the math andI'm okay at math, I'm not great,
I'm not a whiz, right, but ifyou do the math and I'm okay at
math I'm not great, I'm not awhiz, right but if you do the
math, I'll just say this itsucks.
Okay, it really really sucks.
(12:53):
It's 2% of the population isactually interested in an
on-site role and, by the way,they're only interested in it
because they're not working.
If they are working, they'repretty much not interested at
all.
Right, and God forbid.
You hire someone on site andthe market picks up and the job
orders start to flow like weused to see two years ago 45,000
(13:16):
jobs being posted every singlemonth on LinkedIn.
Man, you're in for a world ofhurt.
They talk about the greatresignation, which was really
the great musical chairsexperience.
That's what we're talking abouthere, guys.
So bottom line speed, clarity,market awareness and flexibility
wins.
Rigid processes, outdatedexpectations, poor candidate
(13:39):
experience You're going to lose.
That's what hiring is going tobe like in 2025.
Everybody welcome to SalesforceHiring Edge.
If you've been following us forthe last few years, you're
probably aware that theSalesforce Career Show has now
morphed.
There's a lot of informationout there, gosh, don't you think
there's like tons ofinformation out there like how
to get involved in the ecosystem?
(14:00):
There's a lot of informationout there about how to grow your
team and improve your team, butthere's very little information
in the marketplace that has aclear understanding of how can
someone in this specificecosystem, this field, with this
software, these types ofemployees that they're hiring,
these types of engagements.
There are some uniqueattributes.
(14:22):
Now, I happen to believe thatthere are basic hiring and team
building principles that can youknow.
They cover everything.
Right.
If everybody followed all ofthose core principles like
everyone would be fine, no bigdeal.
But even so, it can really helpto have information that's truly
catered to your situation.
Maybe you're a CIO, maybeyou're a CTO, maybe you're a CIO
(14:45):
, maybe you're a CTO, maybeyou're a VP of delivery, maybe
you're an HR recruiter, a talentacquisition person working
inside a mid to large sizedSalesforce consulting practice,
and the challenges that you faceare going to be a little bit
different than others.
They're going to be a littlebit unique to your specific
situation.
(15:05):
So that's why we decided tochange the Salesforce career
show we have over.
I think it's like 100 hours,2000 pages of transcripts.
They're served, they're goingto be okay.
They've got access to theinformation that they need.
So we're not really worriedabout them.
But we are a little bit worriedabout you because I have, in my
seat as the Salesforce recruiterrunning the
salesforcerecruitercom, I haveseen time and time and time
(15:28):
again the same kinds of mistakesbeing made People going with
gut feel, people not takingenough time in their interview
process, people not expeditingtheir interview process fast
enough, asking trick questionsthat have absolutely zero value
to the quality of the hire.
So we created this showspecifically for you.
(15:50):
It's not just me.
I'm also with my friend, joshLaQuire.
Josh has been in the industrysince 2011.
He's been helping to buildteams and execute projects and
create applications since 2003.
He's a personal friend.
He's also been a client of minewhen he was running a PDO.
So, josh, go ahead and tell usa little bit about you real
(16:12):
quick what do you do, and alittle bit more about your
background and why you'reactually even on the show.
Josh LeQuire (16:17):
Yeah, no.
Thank you, josh.
I think you invited me on thecareer show a few months ago and
really enjoyed the topics ofconversation around how to help
folks get hired, what to lookfor in terms of scaling up and
how to develop talent and leadteams.
I think those are great topicsand you brought some great
people on the show.
So it's been an honor to speakwith you and certainly an honor
to be here again today.
(16:37):
I run SeaCurrents.
We're a systems implementationpartner.
That's the letter C and thenthe word currentscom.
It is a play on words because Ilive right next to the ocean in
Charleston, south Carolina, andI love getting out on the water
, so it is near and dear to myheart.
But, as Josh mentioned, since2003, I've probably had my hands
in and have led teams and beena part of teams for building
(16:59):
nearly probably about a thousandapps no kidding between
implementations, appexchangework and various teams that have
covered that.
So I've had my hands in a lot ofdifferent projects and I think
what I've learned over many,many years is that the
technology is a nice thing andcertainly can do a lot, but you
have to really understand thebusiness, you have to understand
people, dynamics.
(17:20):
You have to understand servicedynamics for any of your work to
be successful in this business.
90% of it, perhaps even morethan that, is just understanding
who you're working with, whatyou're trying to do and how to
get them to use the solutionsthat you're building.
It's remarkably more focused onthe human and less focused on
technology than a lot of peoplethink, so I spend eight nine
hours of my day getting deep inthe technical side, but looking
(17:42):
forward to talking more aboutthe business side with you in
terms of how to build effectiveteams and get stuff done in this
world.
Josh Matthews (17:49):
That's right, and it's the business side, but
more importantly, it's the humanside, and that's what we're
here to talk about.
So we would love it if youwould not miss a single episode.
We're going to be producing30-minute segments once a week.
They're going to be releasedWednesday mornings for the
podcast and Wednesday afternoonsfor the video.
You can find the videos at JoshForrest one word on YouTube and
(18:09):
you can find the podcast onyour favorite platform Spotify,
apple, you name it.
It does help.
If you like the episodes and ifyou don't want to miss any of
them, I recommend that yousubscribe and, if you like them,
make sure that you share itwith your friends.
So stay tuned.
We have a number of wonderfulguests coming on, including in
our next episode.
(18:30):
We're going to have DavidKestenberg.
David's I got to tell you veryquickly has become one of my
favorite people.
He has scaled teams.
He's got so much depth in theecosystem and he brings about a
very structured way to go aboutand help you learn how to scale
your teams in the Salesforceecosystem.
We'll be back next week.
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