Organizations of the future will look dramatically different than they do today. Large companies know this and are planning for a changing workforce and workplace. Startups and small emerging companies are already implementing these innovations. Planning for building and growth needs to move beyond conventional plans that examine core team, culture and fit, as well as novel and creative ways of building virtual resources that will ebb and flow with the ever-changing demands in business. This session will focus on why building a highly adaptable workforce and workplace matters for small companies; how to plan for building this team; and finally how to recruit and hire both your core team and virtual teams.

1. Building Better Teams in Small Businesses

2. Will cover:
Anticipate - Planning - Execute
Alternatives
• strategically differentiated approaches
Social Media –
• why it matters
• what it looks like now & in the future
• how to optimize

3. Small and medium-sized businesses (SMEs) play a
significant role in the business landscape in Canada.
Small is the status quo
98.2% of businesses in Canada have less
than 100 employees
Small businesses contribute more than 30% to
Canada’s GDP
Net growth of small business is
9,000 per year on average
Source: BDC Small Business Week 2013

4. Strategic Responsibilities
(WHAT)
The challenge for small companies
Talent Strategy | Financial Performance | Business Strategy
Operational Responsibilities
(HOW)
=
Leaders Must Think of Everything with Limited
Resourcing Options
Human Resources | Finance & Administration | Governance

5. What is the problem?
SMEs need a way to service their core business
functions - quickly, efficiently, and cost-effectively.
Full-Time Hires >> Not always a solution
Too Expensive, Not Enough Work,
Limited Scope
Time >> market window, early wins,
individuals doing many jobs
Money >> resources are very limited

6. Anticipating, Focus, Plan, Execute

7. Corporate Operations
Total
Addressable
Market
Early Stage Focus:
NEW CUSTOMERS
Sales, Product Marketing Focus
• New products
• New features
• New customers
Product Strategy
Design & Development
Manufacturing & Test
Delivery & Support
Business phases
and organizational
growth

8. Corporate Operations
Total
Addressable
Market
Early Stage Focus:
NEW CUSTOMERS
Sales, Product Marketing Focus
• New products
• New features
• New customers
Product Strategy
Design & Development
Manufacturing & Test
Delivery & Support
Business phases
and organizational
growth

9. Corporate Operations
Total
Addressab
le Market
Early Stage Focus:
NEW CUSTOMERS
Sales, Product Marketing Focus
• New products
• New features
• New customers
Product Strategy
Design & Development
Manufacturing & Test
Delivery & Support

10. Total Addressable Market
Corporate Operations
Sales, Product Marketing
Product Strategy
Design & Development
Delivery & Support
Manufacturing & Test
Existing Customers &
Maturing Products
New Customers
& Products
Future Customers &
Products
Matured Organizational State

11. Total Addressable Market
Corporate Operations
Sales, Product Marketing
Product Strategy
Design & Development
Delivery & Support
Manufacturing & Test
Existing Customers &
Maturing Products
New Customers
& Products
Future Customers &
Products
Matured Organizational State

12. Total Addressable Market
Corporate Operations
Sales, Product Marketing
Product Strategy
Design & Development
Delivery & Support
Manufacturing & Test
Existing Customers &
Maturing Products
New Customers
& Products
Future Customers &
Products
Matured Organizational State
TEAM
DNA
–
FOUNDER
FOCUSED

13. Corporate Operations
Sales, Product Marketing
Product Strategy
Design & Development
Delivery & Support
Manufacturing & Test
Planning for success
2
4
1
5
3
Five key organization functions
1. Continue focus on winning new customers
2. Support existing customers/products
3. Pay attention to future markets/products
4. High quality support to mature
customer/product
5. High quality realization of new
customers/products
Existing Customers &
Maturing Products
New Customers
& Products
Future Customers &
Products

14. Sales
Product
Design
NEW PRODUCT
NOW
LATER
Gravitates to the
newest, the
best, now.
Gravitates to
released design,
when it is ready.
MATURE EXISTING PRODUCT
Team DNA

15. Product
Design
Sales
Finance,
Operations,
Delivery, Support
Gravitates to predictability
and precision
Team DNA
NEW PRODUCT
NOW
LATER
MATURE EXISTING PRODUCT

16. Product
Design
Sales
Product
Strategy
Balances all competing
business DNA forces
• Technology intelligence
• Customer intelligence
• Business intelligence
NEW PRODUCT
NOW
LATER
MATURE EXISTING PRODUCT
Finance,
Operations,
Delivery, Support
Team DNA

17. Product
Design
Sales
Product
Strategy
• Product features
• Product Mix
• Addressable markets
• pricing strategies
• Positioning
• Product road map
NEW PRODUCT
NOW
LATER
MATURE EXISTING PRODUCT
Finance,
Operations,
Delivery, Support
Team DNA

18. Organizational
Effectiveness
• People
• Processes
• Technology
• Vision on organization
Bus Dev & Sales
• Identifying opportunities
• Deliver opportunities
• Influence market decision
makers
Financial Stewardship
• Financial realities & financial
risks
• Report on financial health
• Identifying opportunities to
support growth
Product/Services
Delivery
• Define operational
vision
• Deliver (people;
technology; processes)
Industry/Subject Expert
• Deep SME
• Respected and
knowledgeable
• Communicates with industry
& translate internally
Executive Leader
(CEO)
• Outward facing
• Governance
• Sets highest level
direction and tone form
the top
Roadmap - Key Functions For Organization Success
WHAT TO CREATE AND OFFER
HOW TO DELIVER

19. Organizational
Effectiveness
• People
• Processes
• Technology
• Vision on organization
Bus Dev & Sales
• Identifying opportunities
• Deliver opportunities
• Influence market decision
makers
Financial Stewardship
• Financial realities & financial
risks
• Report on financial health
• Identifying opportunities to
support growth
Product/Services
Delivery
• Define operational
vision
• Deliver (people;
technology; processes)
Industry/Subject Expert
• Deep SME
• Respected and
knowledgeable
• Communicates with industry
& translate internally
Executive Leader
(CEO)
• Outward facing
• Governance
• Sets highest level
direction and tone form
the top
WHAT TO CREATE AND OFFER
HOW TO DELIVER
Product/Service
Strategy
• Opportunities
• Capabilities
• Strategic Direction
Roadmap - Key Functions For Organization Success

20. market
Run the
business
Define ‘What’
product
Design
Build
& Test
Reach
& Sell
FOCUS
Deliver
&
Support
WHAT
CEO
CFO
Prod.
Mgmt.
Prod.
Market.
Bus.
Dev.
CTO
Head of
R&D
Head of
R&D
Design
Leaders
Head of
Ops.
Head of
Manufact.
Marketing
& Comms
Sales
Bus. Dev.
Prod.
Market.
Head of
Customer
Support
Sales Eng.
HOW
Controller
Accountant
Office Mgr.
HR
Purchasing
IT
Market
Research
Market
collateral
- Tech.
planners
Research
-Engineer
-Scientists
- QA
- PM
- Project
manage
- Manufact.
- Supply
chain
- Tech.
- Research
assistant
- assemble
-Marcomm
-Support
- Sales
Engineer
-Media
Relations
-Sales
Support
- Supply
Chain
- Logistics
- Install &
Test
- support
- training
- Customer
Support
Roadmap - Key Functions For Organization Success

21. Formation
Technical
Milestones
Proofof
Concept
V.1
Product
V.1GA
Product
V.2
Product
V.2GA
Product
Financial
Milestones
Seed
Funding
Series
A
Series
B
Strategic
Revenue
+Margin
Revenue
Yearly
Revenue
Growth
Quarterly
Revenue
Growth
Series
C
IPO/M&A
Customer
Milestones
Compan
yLaunch
Early
Custome
rBD
Customer
Trials
Strategic
Customer
Sales
Repeat
Sales
Repeat
Sales
Repeat
Sales
New
Account
s
New
Account
s
New
Accounts
V.1
Sustaining
V.2
Sustaining
Organizational
Milestones
CEO
R&D
Lead
CFO
(P/T?)
PL
M
Sr. R&D
Marcomm
s
Int./Jr.
R&D
BD/
Sales
QA
SE’
s
Sales
(Hunter)
Sales
(Farmer)
CTO
Sales
Support
Customer
Support
HR
(P/T?)
VP
Sales
VP
Marketing
Admin.
Support
CFO
(F/T)
Accountant
COO?
HR
(F/T?)
Company Stage – business inflection points
Pre-revenue
Early revenue
Repeatable
revenue
Maturing
Products
Major Revenue
Growth
Planning

22. Workforce Planning Challenges
Time
Corporate
Leadership
and
Opera<ons
Build,
deliver
&
support
Design
&
development
Marke<ng
&
Sales
Headcount
Product
defini<on
roles
Revenue and cash flow will likely not cooperate
with your workforce plans
Plan
Actual
Finding
People

23. Time
CoreHeadcount
Build, deliver & support
Corporate Leadership and Operations
Design & development
Marketing & Sales
Product definition roles
FlexResourcing
ALTERNATIVES - Workforce Planning

24. ALTERNATIVES – Virtualized Talent

25. Why This Model Works
Sustainable approach to
resourcing key business
functions
Compelling team
atmosphere for
individuals joining BSG
Business model can
scale and thrive
• Flexible, Scalable
• Affordable
• Full Coverage
• Business-Centric
• Experienced
Practice Leaders
Oversee Team,
Clients
• Low Fixed-Costs
• Scalable Resourcing
• Creates Individual
Opportunities
• Rich Collaboration
• Connectedness
• Efficiencies and
Economies of Scale
For COMPANIES
As a BUSINESS
For INDIVIDUALS
Features
Features
Features

26. Human Resources
Strategic & Operational
• Executive HR Leadership
• Organization Design
• Training & Development
• Talent Management
• Strategic HR Planning
• Recruitment
• Policy Development &
Compliance
• Compensation & Benefits

27. Finance & Administration
Virtual CFO
Bookkeeper
Member of management
team. Senior financial
oversight
Operational accounting
support (accurate,
timely day-to-day
transactional)
• Cost-Effective
• Sustainable
• Long-Term
• Scalable
• Flexible
(As Needed)
• Financial Oversight
• Forecasting/Budgeting/Cash Flow
• Leading Business Indicators
• Financing Strategies
+ =

28. Strategy & Governance
• Corporate Governance
Best Practices
• Board Effectiveness
• Advisory Board
• Executive Team
Effectiveness
• Business Mentoring
• Succession Planning
• Strategic Planning
• Business Strategy

29. New Alternative Sources of Talent
Contests
Complementors
Collaborative
Communities
Labour
Markets
Harvard Business Review
“Using the Crowd as an Innovation Partner”
By: Kevin Boudreau & Karim Lakhani, April 2013

30. Framework for crowd work processes
WORK
task
decomposition
WORKERS
job design
platform
hierarchy reputation
motivation
task assignment
OUTPUT
workflow
Proposed framework for future crowd work processes to support complex
and interdependent work.
A. Kittur1, J. Nickerson2, M. Bernstein3, E. Gerber4, A. Shaw4, J. Zimmerman1, M. Lease5, J. Horton6
1Carnegie Mellon University, 2Stevenson Institute of Technology, 3Stansford University, 4Northwestern University, 5University of Texas Austin, 6oDesk
collaboration
real-time work
quality assurance
crowds AI

31. Social Media
Harvard Business Review, March 2015
“Is Social Media Actually Helping Your Company’s Bottom Line?”
By: Frank Cespedes
• building brand as an employer of choice
• reaching communities for a longer
conversation
Questionable
practices
• buying likes
• viewed ads appear for < 1 second
What is it
about?
• not about selling
• about building awareness
Value for
companies

32. The Job Advertising Eco-system
• Job Boards
• Job Aggregators

33. More
job
boards
than
you
can
shake
a
s<ck
at

34. Research:
• Spend time on the Internet as a job-seeker. Which
sites have the best SEO?
• Ask colleagues, employees and others in your
industry.
• Don’t ask Google, “What are the best job boards?”
- The answers will be sponsored content.
• Don’t be seduced by niche job boards. Ready-
made software packages enable just about
anybody to create a job board.
• And most importantly…
How
do
you
cut
out
the
NOISE?

35. • Measure the results of your job posting activities
and leverage those metrics to make better
decisions in the future.
• Don’t simply remember where your last hire
came from…
…Build
Recrui<ng
Intelligence

36. Cost
Applicants
Strong
Candidates
Hired
Job
Board
1
$250
50
8
0
Job
Board
2
$300
75
1
1
Which
job
board
is
beRer?
Cost
Hired
Job
Board
1
$250
0
Job
Board
2
$300
1
Are you sure?...

37. • Also known as web crawlers and job search
engines
• These are search engines that crawl the web
and aggregate jobs in one place, one list, based
on your search terms.
• Job aggregators such as Indeed, SimplyHired,
and Eluta can find jobs on your website if each
job has its own URL and a clearly identified job
location - Eg:
Application Software Developer - Oakville
Job
Aggregators

38. Job
Aggregators
can
increase
the
visibility
of
the
jobs
on
your
Careers
page
Aggregator
Ac>vate!

39. • We continue to have success posting
professional jobs on LinkedIn. But part of that
success comes from knowing how to leverage
LinkedIn. Stay tuned…
• We also use Indeed, which is an aggregator and
a job board with excellent SEO.
• Posting a job is simple and free.
• Indeed might already be finding the jobs on your
Careers page. If not, get in touch with an Indeed
rep to find out how Indeed can “index” these jobs.
Where
do
we
post?

40. Networks: Your Best
Recruiting Tool

41. • If finding a job is all about networking, the
obvious corollary is that filling a job is all about
networking too.
• Your networks – personal and professional –
represent rich pools of potential hires. All the
more so if you’re an executive or a player in the
industry.
• Social media are the tools through which you
can tap into your networks.
“It’s
all
about
who
you
know.”

42. • Share your LinkedIn jobs to your network and to
groups that you belong to.
• Encourage employees, including and especially
the leadership team, to share the job on their
LinkedIn accounts.
• Encourage your leadership team to tweet the
job.
• Career opportunities have a ton of credibility
when they come from executives.
Disseminate
your
jobs
through
social
media

43. • Encourage employees, including and especially
the leadership team, to share the job on their
LinkedIn accounts.
• Simply go to your LinkedIn homepage and
paste the job’s URL here:
Share
a
job
through
LinkedIn

44. • Tweet the URL along with an image and a short
message.
• Programs like Hootsuite or BufferApp usually
automatically shorten URLs for tweets. Bitly.com
can also shorten and improve the look of a URL.
Share
a
job
through
TwiRer

45. • Research appropriate job boards for your
sector/target market
• Use networks and social media to push out jobs
for a broader reach
• Use correct techniques when posting jobs to
careers page to attract aggregators
• Keep track of key metrics
• How many applicants come in and where the
strongest applicants come from
Developing
a
Strategy