1. Engaging your
Sales People
PRESENTATION FOR
Sales Institute of Ireland
PREPARED BY
Garry Goldsmith
Head of Talent Management

2. Hudson Talent Management

3. Perspectives on Talent Management
“ Talent consists of those individuals who can make
a difference to organisational performance, either
through their immediate contribution or in the longer
term by demonstrating the highest levels of potential”
“The systematic attraction, identification, development,
engagement / retention, and deployment of those
individuals with high potential who are of particular
value to the organisation.”
Source CIPD Research Insights 2006

4. We Use a Lot of Technology

5. High Performance Aspiration
Characterized by:
 A winning attitude,
where every employee
is inspired to move us
forward
 The right people, in the
right roles, performing at
the right levels, now and in
the future

6. “Economic Battle Fatigue”©
o 1 out of 3 key performers is considering leaving their employer in
2010. (Source : The Grapevine, Feb 2010)
o 1 out of 4 high potentials is considering leaving their employer. (Source :
HBR, May 2010)
o This year staff attrition could cost the UK economy in excess of £1
billion. (Source : The Grapevine, Feb 2010)
o The Hudson Talent Engagement Survey Results indicate an average
of ‘weak’ contracts between 30 & 50% in Europe in H1 2010. (Source :
Hudson)
o Multiple external surveys in Europe indicate that there could be an
employee turnover as high as between 40-60% in 2010 as
economies slowly recover.
Copyright of Marc Timmerman, 2010

7. Your Talent You Your Competition
Our Problem

8. A Tsunami of people leaving ?

9. Ever bought a second hand car?

10. You do everything to prevent this: NCT / Test drive / AA
inspection…..
gather evidence that it will perform the job its supposed to..

11. The Case for Using Tools for Talent
Reliability
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Assessment Method
 Professionally designed and executed assessments deliver a more
accurate prediction of actual performance.
 Reduce risk of failure

12. The biggest injustice is the equal treatment
of people who are not the same

13. The biggest injustice is the equal treatment
of people who are not the same

14. Should I Stay or Should I Go ?
(The Clash, 1982)
Employer
Make vs Buy
Psychological
Contract
Stay vs Change
Employee

15. DIMENSIONS MEASURED
EMPLOYERS EMPLOYEES
EXPECT EXPECT
• Performance • Training
• Collaboration • Job Content
• Flexibility • Security
• Loyalty • Social
Atmosphere
• Employability
• Financial
• Ethical Rewards
Behaviour
• Work-Life

16. PSYCHOLOGICAL CONTRACT TYPES
HIGH
FIRM STRONG
• Employee expects a lot but don’t give everything
• Employee promises a lot & expects a lot in return
EMPLOYER COMMITTMENT
• Will meet expectations but not  Contract type works once expectations are met
go the extra mile
FIRM STRONG
• Often relates to those in a role  Oftenextended time
for an ‘Engaged’ and/or ‘Ambitious’ employees
• Often high-performers without  Positiveseffort include high commitment & loyalty
significant often
• Can be under-utilised and/or stagnating in role likely if high expectations not met
 Dissatisfaction
• Often appropriate for vocational Ideal for sales, management, & innovative roles
 or structured roles
WEAK LOOSE
• Employees neither promise nor Substantial effort with low long-term expectations
• expect a lot
• Only the formal legal contract creates a connection
• Challenge & job content are key drivers
WEAK LOOSE
• These people will do what they• have to but no more or new-starters
Often deep specialists
• Performance is often below employer expectations
• Maybe the “new generation” of contract
• Turnover tends to be higher than normalto retain once the challenge is gone
• Difficult
LOW
• Can be appropriate for repetitive & lower level roles
• Appropriate for challenging & project-based roles
LOW HIGH
EMPLOYEE COMMITTMENT

17. The Business Case for
Employee Engagement
EASIER SAID 1. ENGAGED & 2. HIGH
THAN DONE MOTIVATED PERFORMANCE
EMPLOYEES & RETENTION
4. POSITIVE 3. POSITIVE
SHAREHOLER CUSTOMER
RETURNS EXPERIENCE

18. Organisations are People-Based
A feeling of attachment to
e ct the company and its values
ff Affective
e rE Commitment (belonging, solidarity, and
e ad affiliation)
o dL
Go
RETENTION
A feeling of obligation to
Normative serve the company and to
Commitment work hard
ct
E ffe A feeling of necessity to
is
Continuance C ris remain working for the
Commitment company as changing jobs
would cost too much
(economic, effort, social)
Meyer & Allen
PERFORMANCE
ENGAGED EMPLOYEED ARE HIGHER
PERFORMING & LONGER TENURED

19. What are the New Leadership requirements ?

20. Leadership old style ?

21. And what about …

22. The Leadership Gap
o On average 28 to 32% of your managers are fully competent in :
o leading people
o leading a complex and changing business
o steering towards the future
o Some of the leadership gaps that need to be filled:
o Listen to the voice of your Talent, give them practical growth opportunities,
take a risk with them.
o Create an atmosphere at the top that offers protection and allows people to
make mistakes.
o Create possibilities for Baby Boomers to understand Generation Y
o To Walk the Talk ! Copyright of Marc Timmerman, 2010

23. Leaders are made

24. The Meaning of Leadership
o The Leader has a determining impact on Company Culture
o Leaders serve and sacrifice themselves
o The Best Leaders develop others
o “We all need loving critics”
o Making mistakes is human
o “You can’t plan to be courageous, but you can choose it”
Management is DOING THINGS RIGHT
Leadership is DOING THE RIGHT THINGS
Copyright of Marc Timmerman, 2010

25. The Monkeys and the Banana Tree

26. Curtains !
Thank you for your attention
“The certainty of misery is better
than the misery of uncertainty”