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Recruiting, Retaining & Engaging a High Performing Sales Organization


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Recruiting, Retaining & Engaging a High
Performing Sales Organization a presentation from the Local Media Association Virtual Ad Conference

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Recruiting, Retaining & Engaging a High Performing Sales Organization

  1. 1. Recrui'ng,  Retaining  &  Engaging  a  High     Performing  Sales  Organiza'on  
  2. 2. Opportunity  Costs  of  Open  Posi'ons  and  Turnover   ü Revenue  Costs   ü Personnel/Team  Costs   ü Management  Costs   ü Customer  Costs   ü Compe''ve  Advantage  Costs   ü Recrui'ng  Costs  
  3. 3. Building  your  people  assets.  1.   We  are  no  longer  in  the  posi/on  of       “HIRING”  good  people.   We  should  have  a     “RECRUITING”  mindset.  
  4. 4. Building  your  people  assets.  1.    Begin  building  a  brand  for  our  organiza/on  as  an  employer.   §  Tac/cally  decide  which  plaCorms  and  the  messaging   you  will  use  to  recruit.   §  Determine  your  outbound  recrui/ng  strategy.   §  Develop  a  marke/ng  and  messaging  plan  to  convey   your  company’s  workplace.  
  5. 5. Building  your  people  assets.  1.    Determine  your  outbound  recrui'ng  strategy   As  part  of  your  annual  strategic  planning,  iden/fy  3-­‐5  outbound  recrui/ng   efforts  the  organiza/on  will  conduct.   Determine  who  owns  this.    Is  it  front-­‐line  managers,  department  directors  or   Human  Resources?   Evaluate  where  you  have  wasted  /me  in  the  past?    Have  open-­‐call  job  fairs   (community  or  your  own)  yielded  the  talent  you  were  looking  for?   Is  it  worth  the  investment  to  think  about  hiring  an  outside  recruiter?     (do  an  audit  on  the  opportunity  cost  of  the  /me  you  have  spent  on  the  process)  
  6. 6. Building  your  people  assets.  1.    Consider  an  outbound  “millennial”  recrui'ng  strategy   Do  a  survey  of  the  colleges/universi/es  in  your  region  to  determine     if  any  of  them  have  Adver/sing  ,  Marke/ng  or  Sales  programs.       •  Get  to  know  the  advisors  of  the  department.   •  AVend/sponsor  their  specialty  career  fairs     •  Volunteer  to  speak  to  their  students  or  industry  clubs   •  Develop  an  internship  program       •  Offer  mentors  or  job  shadowing  opportuni/es  
  7. 7. The  Case  for  Millennials   §  Genera'on  born  1980-­‐2000   §  Most  “technologically  savvy”  genera'on  yet   §  Future  leaders   §  Being  proac'vely  sought  aVer   §  Respected  voice  in  the  organiza'on   Embracing  the  Genera'on   Chally  Group  Report:    Making  the  Most  of  Millennial  Talent:    Best  prac/ces  for  developing  the  next  genera/on  of  employees  and  leaders      
  8. 8. The  Case  for  Millennials   §  Clear  development  path   §  Meaningful  work   §  Abundant  feedback   §  Opportunity  for  rapid  career  progress   §  Respected  voice  in  the  organiza'on   Goals  and  Concerns  of  This  Genera'on   Chally  Group  Report:    Making  the  Most  of  Millennial  Talent:    Best  prac/ces  for  developing  the  next  genera/on  of  employees  and  leaders      
  9. 9. The  Case  for  Millennials   Large  organiza'ons  are  doing  it…Case  Study   Chally  Group  Report:    Making  the  Most  of  Millennial  Talent:    Best  prac/ces  for  developing  the  next  genera/on  of  employees  and  leaders       Deloi[e:    Top  private  company  –     “Best  Companies  for  Leaders”   §  Taps  senior  partners,  principals  and  directors  to  work   with  nearly  40  universi/es.     §  Recruit  more  than  7,000  graduates  each  year.  
  10. 10. Building  your  people  assets.  1.    Develop  a  marke/ng  and  messaging  plan  to  convey  your   company’s  workplace  brand   Candidates  will  do  research  on  you  and  your  company  before  accep/ng   an  invita/on  for  an  interview.   •  Do  you  have  an  “About  Us”  or  “Careers”  sec/on  on  your   company  website?     •  Do  you  have  a  LinkedIn  Company  Page?     •  Does  your  social  media  exude  a  personality  or  the  culture  of   your  company  or  just  used  to  push  content?  
  11. 11. Building  your  people  assets.  1.   In  today’s  market,  companies   with  this  persona  are       compe//on  for  the  employees   you  want.    Do  What  They  Do!   Add  photos  and  video  that   illustrate  your  environment.     Host  videos  of  your  employees   and  leadership  with  “Why  I   Love  My  Job”  interviews  and   customer  tes/monials.       Make  sure  your  employees  are   following  your  page.  
  12. 12. Building  your  people  assets.  1.    Begin  building  a  brand  for  our  organiza/on  as  an  employer.  
  13. 13. Building  your  people  assets.  1.    Create  a  strategy  for  where  you  will  post  your  careers   Instead  of  leading  the  job  pos/ng  with  the  first  line  of  the  job  descrip/on….look  for   ways  to  make  it  compelling  and  fun!   In  addi/on  to  tradi/onal  means  of  pos/ng  in  your  print  edi/on,  use  social  plaCorms   to  post  posi/ons  and  consider  boos/ng  or  sponsoring  the  post.   The  aggregate  network  of  your  employees  is  huge…encourage  them  to  share  your   job  pos/ng  social  posts.   Source  candidates  yourself  on  plaCorms  such  as  LinkedIn  and  recruite  “passive”  job   seekers.  
  14. 14. Building  your  people  assets.  1.    Post  Jobs  on  Niche  Sites  and  Job  Boards    
  15. 15. Building  your  talent  brand.  1.  
  16. 16. Building  your  people  assets.  1.    Formalize  a  strategy  for  what  you’re  trying  to  accomplish   §  Engage  HR  –make  sure  they  are  aligned  with  the   roles,  talent  required  and  culture  of  the  department.   §  Know  who  you  want  to  hire.   §  Structure  your  interview  and  selec/on  process  so   that  is  provides  a  posi/ve  candidate  experience.  
  17. 17. Building  your  people  assets.  1.    Engage  Human  Resources   §  Invite  your  HR  generalist  to  shadow  you  and  one  of   the  employees  you’d  like  to  replicate.   §  Give  an  open  invita/on  to  aVend  sales  mee/ngs.   §  If  they  are  sejng  up  interviews  and  doing  first   screens,  shadow  them.  Provide  them  with  a  script.  
  18. 18. Building  your  people  assets.  1.    Formalize  the  interview  and  selec/on  process   §  Reply  to  candidates  in  a  /mely  fashion.     §  Have  a  template  “look  forward  to  mee/ng”  email   with  links  to  company  informa/on/direc/ons/etc.     §  Instead  of  just  mee/ng  with  leadership,  have  a  few   key  performers  meet  with  the  top  candidates.     §  Offer  to  let  candidates  shadow  a  top  performer  for   the  day.  
  19. 19. Building  your  people  assets.  1.    Formalize  the  interview  and  selec/on  process   §  Be  prepared  to  answer  ques/ons  about  Culture  and  Work/ Life  Balance.    These  are  factors,  especially  to  passive   seekers.    Have  a  sincere  but  thought  out  reply.     §  Let  the  candidate  talk  –  Use  General,  Focused  and  Specific   ques/oning  techniques.     §  Exude  your  passion.    Recrui/ng  is  Selling.    Selling  is  a   “transfer  of  enthusiasm”.    Be  prepared  to  demonstrate   your  enthusiasm  for  the  industry,  company  and  job.  
  20. 20. Building  your  people  assets.  1.    Formalize  the  interview  and  selec/on  process   Consider  using  “Personality  Profile”  Tools   •  Understand  insights  to  the  driving  needs  of  the  candidate.   •  Reason  to  have  a  second  conversa/on  with  them.   •  Don’t  try  to  fit  every  hire  into  the  same  profile  –  use  it  to  determine  where   they  might  fit  in  and  how  to  mo/vate.   •  Use  the  profile  to  iden/fy  how  to  mo/vate  and  communicate  aker  the  hire.   Free  versions  of  Myers-­‐Briggs   online.   PDPWorks   Job  Modeling  Report  
  21. 21. Focus  on  Retaining  the  Talent  You   Get  and  Already  Have.   2.   Create  mo'va'ng  compensa'on  plans     Provide  training  systema'cally…not  haphazardly.     Focus  on  employee  engagement  and  people   development     Recognize  performance  
  22. 22. Create  mo'va'ng  compensa'on  plans  2.   Compensa/on  plans  should  be  a  part  of  driving  the  ac/vity   and  behavior  that  is  important  to  the  organiza/on.    “If  you  try  to  manage  by  compensa9on  you’re  probably  not   managing  by  management.  The  best  system  to  me  would  be  a   bonus  system  where  the  incen9ve  and  focus  came  from  the   culture  and  the  management  of  the  company”.   Rackham:    Challenges  Sales  Leaders  of  the  Future  Will  Face    Chally  Group  Blog  June  2014  
  23. 23. Create  mo'va'ng  compensa'on  plans  2.   Commission  or  bonus  plans  should  be  commensurate  with   the  job  to  be  done.    Not  a  cookie  cuVer  approach.   Consider  your  job  descrip/ons  and  who  is  accountable  for  which  func/on  of  your   organiza/on’s  revenue.   §  Reten/on  vs  Business  Development  Teams   Reten'on:    Iden/fy  the  churn  rate  at  your  organiza/on  and  determine  the  impact  of   reducing  that  by  10  or  20%.    Is  that  worth  providing  the  stability  of  a  higher  base   salary  to  employees  who  are  good  at  that  job.    Retaining  and  growing.   Business  Development  or  Acquisi'on:    Find  talent  that  loves  the  “hunt”  and  be   willing  to  pay  higher  commissions  for  securing  that  business.  
  24. 24. Create  mo'va'ng  compensa'on  plans  2.   What  are  your  metrics  for  a[aining  a  bonus  or  commissions? Can  you  /e  part  of  an  employees  pay  to  Standards  of   Performance,  some  that  are  subjec/ve?   §  CRM  Usage  (or  other  tools  you  want  used)   §  #  of  sales  calls/leads  generated/proposals  developed   §  Mentoring  or  Training  other  team  members   §  Referrals  or  Tes/monials     §  The  sales  process  is  longer  and  longer.       §  Not  all  work  is  immediately  reflected  in  this  month’s  behavior.   §  Mo'vate  today’s  behavior  for  long-­‐term  gains.  
  25. 25. Create  mo'va'ng  compensa'on  plans  2.   Compensa'on  doesn’t  have  to  be  all  about  $$$$   •  Time  off   •  Flexibility   •  Autonomy   •  Addi'onal  training  or  professional  development   opportuni'es  
  26. 26. Training  &  Development  3.   80-­‐90%  of  training  is  undone  aker  one  month.   Con'nuous  investments  in  training  and   reinforcement  result  in  over  50%  higher  net   sales  per  employee,  nearly  40%  higher  gross   profits  per  employee.     A  study  of  540  companies  conducted  by  the  American  Society  for  Training  and  Development  
  27. 27. Training  &  Development  3.   Crea'ng  a  Habit   • Training   • Reinforcement   • Coaching   • Feedback   • Discipline   • Ajtude  
  28. 28. Training  &  Development  3.   •  Consider  budge/ng  for  formalized  training   •  Give  high  performers  a  “training”  budget  for  professional  development   •  Set  expecta/ons  for  managers  and  leaders  to  conduct  certain  quan/ty  of   training   •  Look  for  online  webinars  and  training  opportuni/es   •  Encourage  employees  to  use  resources  like  LI  for  professional  development   •  Share  ar/cles/videos  to  show  you  are  doing  the  same   •  Start  a  “book  club”  –  lots  of  great  sales/digital/marke/ng  books  out  there      
  29. 29. Training  &  Development  3.   Formalized  Mentor  Programs   Connect  employees  with  mentors  and  formalize  expecta/ons     “Reverse  Mentoring”   Accountability  Partners   Introduce  this  concept  and  encourage  it  to  organically  happen  
  30. 30. Retain  Engaged  Employees.  4.  
  31. 31. Retain  Engaged  Employees.  3.   Involve  them  in  new  product  development  and   ways  to  grow  the  organiza'on.  
  32. 32. Retain  Engaged  Employees.  3.   Be  considerate  of  “Work/Life”  Balance.   Can  you  have  flexibility  in  work  hours?     Can  you  allow  any  func/ons  to  start  or  end  out  of  the  office?     Are  4-­‐day  work  weeks  a  possibility?     What’s  your  PTO  policy?    Is  it  manageable  for  parents  to   manage  sick  children  and  school  func/ons?   Work/Life  Balance  means  different  things  to  different   people,  can  you  be  flexible  to  adjust  without  fearing  loss  of   produc'vity?  
  33. 33. Retain  Engaged  Employees.  3.   Be  considerate  of  “Work/Life”  Balance.  
  34. 34. Recognize  what  your  employees  are  doing….but  first  be   aware  enough  to  know!  
  35. 35. 360-­‐Degree  Leadership    (John  Maxwell)   “Reality  is  that  99  percent  of  all  leadership  occurs  not  from   the  top  but  from  the  middle  of  an  organiza9on.   Punng  you  in  the  center  of  your  organiza'on  is  the  only  way  to  lead  from  all  over.   YOU   People  You  Work  With   Those  You  Report  To   People  Who  Work  for  You  (and  them)   Lead  Up   Lead  Across   Lead  Down  
  36. 36. 360-­‐Degree  Leadership         •  Be  VISIBLE  –  Consider  workspace  (and  how  much  you’re  in  it)     •  Transparency  is  a  MUST     •  Model  the  behavior  you  expect   •  Be  willing  to  do  what  other’s  won’t  or  uncomfortable  doing   •  Ac/vely  work  on  personal  development  of  yourself  and  those   around  you  
  37. 37. Gemba  is  a  Japanese  term  meaning  "the  real  place     “In  lean  principles,  the  idea  of  genba  is  that  the  problems  are   visible,  and  the  best  improvement  ideas  will  come  from  going  to   the  genba.  The  genba  walk,  much  like  Management  By  Walking   Around  (MBWA),  is  an  ac9vity  that  takes  management  to  the   front  lines  to  look  for  waste  and  opportuni9es  to  prac9ce  genba   kaizen,  or  prac9cal    improvement.”   In  business,  gemba  refers  to  the  place  where  value  is  created.   It  can  be  any  "site"  such  as  a  construc/on  site,  sales  floor  or   wherever  the  service  provider  interacts  directly  with  the   customer.  
  38. 38. Annual  Reviews   and  Anniversary   Recogni'on….   EMPLOYEE   ENGAGEMENT   These  are  ac'vi'es  typically  driven  by  Human   Resources…and  employees  know  that!  
  39. 39. Performance  Management     •  If  you  don’t  have  them,  create  “Standards  of  Performance”  for  each   posi/on,  not  just  a  job  descrip/on.   •  Use  some  method  to  evaluate  SOPs  on  a  rou/ne  or  consistent  basis.     Monthly  reviews  at  minimum.   •  Let  SOPs  guide  one-­‐on-­‐one  mee/ngs  –  be  consistent  and  show  they  are  a   priority   •  Reward  and  acknowledge  high-­‐performance  metrics  and  set  goals  where   they  fall  short.  
  40. 40. Recogni'on  &  Acknowledgement   •  Simply  make  a  point  to  verbally  (in-­‐person/phone)  big  and  small   accomplishments,  behavior,  leadership,  or  ac/vity.   •  Doesn’t  HAVE  to  be  material  items.    Knowing  something  was  seen  is  oken  as   important.   •  Go  “old  fashioned”  and  write  a  note.    Even  an  email  is  a  tangible  token.   •  Acknowledge  people  in  front  of  others.   •  Use  social  plaCorms  to  let  the  community  know  about  great  things  your   employees/co-­‐workers  are  doing.  
  41. 41. Q  &  A   Thank  You!   Amie  Stein   Director  of  Training  &  Development   Local  Media  Associa/on   901-­‐361-­‐3642