This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The same was true when I ran the People function at a softwaredevelopment consultancy that doubled its headcount to ~100 while reducing attrition from 40% to 5% voluntary in 18 months. And once developed, it should occupy, along with Values, a marked amount of time in onboarding/re-boarding processes.
They were clearly property management and softwaredevelopment, and as someone that was hired to accelerate Buildium’s growth I immediately saw countless opportunities to grow the company by moving into new markets. Having just finished business school, my brain was wired in MBA mode—what were our core competencies as a company?
In smaller CS orgs, CS professionals often wear multiple hats, managing a broad range of tasks from onboarding to support. This, in turn, drives the need for more dedicated and specialized CS Operations spanning strategy design, Gainsight architecture, Gainsight development, and product ownership. As teams grow, roles (should!)
This provides a challenge when working to automate processes like onboarding and renewal workflows. . For most Customer Success workflows, CRMs require custom softwaredevelopment. While CRMs excel at data retrieval , they struggle to replicate basic processes and workflows.
You just revamped the onboarding experience. If you like what you read in 2. Invite the candidate to a face-to-face or a Zoom interview. Ask more questions around the tasks and what they do in their current role with the perspective to understand if they would thrive in your environment.
We organize all of the trending information in your field so you don't have to. Join 80,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content