Which factor drives winning sales teams, excellent reps or excellent managers? Through our findings, there is a clear and vindictive answer – while excellent reps with an average manager will outsell a team of average reps with an excellent manager in the short term, their advantage will quickly taper.
So the trade-off is eminent, but what better place than this and what better time than now to experiment!
Having an assortment of qualified candidates is the perfect medicine for many sales hire problems.
For example, when your organizations ponders on the reluctance of letting people go who aren’t performing go, it is as though they believe “the devil you know” in a sales territory is better than “the devil you don’t.” Or, as one sales leader told us, “I think in this case bad breath is better than no breath.”
Really? Is that the best you can do? How about building your bench in such a manner that your sales task force cannot reckon with your decision. Sounds decisive? Well, it’s powerful as well. But then how do you build this elusive dream team, this perfect sales taskforce bench?
Without a solid recruitment process in place, it’s difficult, if not impossible, to hire salespeople. Key steps in the process, such as coordinating second interviews or extending offers, may be delayed days or even weeks.
Inconsistencies within the process, such as how data curated assessments or pre-employment checks are being used, may also affect productivity or retention down the road.
So as a sales manager what should you do?
Start a process and stay judicious to it.
Your internal human resources (HR) group or recruiting partner is an excellent resource to help analyze what’s working and not working within your process, so you can figure out how to best move candidates through the pipeline.
As you develop a recruitment process, watch for red-flags and how you deal with them.
For instance, is it difficult to schedule in-person interviews because decision makers are traveling? Consider telephone and Skype interviews for your first round and in-person meetings for candidates who make it to the next round. This keeps the recruiting process moving and strong candidates warm.
This is best left to your software which can screen a larger volume of candidates at a faster pace, freeing you to do other things (such as all that traveling). At this stage, prescreening questions that ask about licensing or education level, for example, explore whether candidates meet the minimum requirements for the position which ultimately reduces the mundane aspect of your work. These factors often determine whether a candidate is ultimately suitable, so it’s best to screen for these skills up front to save you and the candidate from embarking on a lengthy, fruitless interview process. Simple and efficient, right?
Conduct assessments which are sales force centric
Data curated assessments which exactly know which competencies and behavioral checks should be made so that you get your perfect sales taskforce served to you in a platter to devour.
Building an effective process is the key to success
Whether a company is making one hire or 100. A solid process helps establish important milestones within the hiring lifecycle and identify measures of success so that hiring stays on target.
A good recruiting strategy backed with a data curated assessment process will serve any sales organization, large or small while taking your mundane processes for a toss. It takes discipline, but in many respects the process and tactics are no different than managing a good sales pipeline. Make it as routine as your daily prospecting and opportunity management tasks, and you will reap valuable, long-term results from these habits.
Originally posted August 23, 2017
You’re bound to have fallen prey to generational jargon – baby boomers, millennials, neo-millennials or Gen Z. But what exactly do they imply in the grand scheme of things? For organizations and business units alike, they’re representative of a makeover within the workforce, a bout of inevitable change.
In 2016, the Pew Research Center reported that the millennials had taken over baby boomers as America’s largest living generation – at roughly 75 million – with around 53.5 million young adults at work. Probe a little deeper and you’ll notice that Gen-Z constitutes a significant portion of the statistic as well, positioned at 22% of the current living population of the USA.
But beyond the statistical overview, these generations present business leaders – most of whom emerge from an earlier generation – with an opportunity to reshape the workplace.
Under similar pretext, Chief People Officer at Apollo Munich – Dr. Sriharsha Achar occupied digital centre stage to present his insights on the matter. A powerful presence in the HR ecosystem, Dr. Achar highlighted key issues from restructuring retention & recruitment strategies to realigning corporate culture, addressing a packed audience in the Mettl powered webinar.
Based on popular opinion, we’ve gathered some of the biggest insights from the 60-minute session. And trust us when we say that it’ll whet your appetite for more.
Getting the Message Right: Who Are You Recruiting?
In a survey by the ADP Research Institute, millennial employees emerged receptive to social rewards over compensation. While they are just as result driven – if not more – than their earlier predecessors, millennials tend to prefer work that makes a difference in the world. It might sound grandiose, but we say that in the broadest sense possible.
In conclusion, organizations that stress financial outcomes as their only goal are likely to falter when it comes to recruiting and engaging top-tier mission-driven millennials. It plays out similarly with their Gen Z counterparts as well.
During the session, Dr. Achar was quoted saying, “Financial security and compensation may rank in importance to a certain degree, but expect millennials and Gen Z denizens to show greater interest in working for companies that demonstrate a positive impact on the society.”
Generational Similarities: Why You Must Alter Workplace Values
It’s been noted that workplace culture works as a direct proponent to productivity within these two generations. In a survey conducted by Randstad across 4,000 new-age employees, it was revealed that:
Flexibility in terms of working off-site, on projects outside core job functions and a revamped vacation structure also echoed as important to both generations. Yes, each generation does have its own take on workplace perks and employee benefits, but the commonalities are enormous. How you leverage them just might define your foothold in the vastly aggressive market in the decades to come.
We’re going to be depending on an era that works to live and not the other way around. Working isn’t their absolute goal in life, but a simple means to an end; something that gives them access to what they’re passionate about. And we need to accept this change.”
What Can You Do as An HR Professional?
Generation Y & Z possess a host of characteristics that are assets to your business. They’re tech-efficient and driven toward building a successful career. At the same time, they also value sound mentorship and leadership, choosing to galvanize with companies that appreciate work attitude and styles significantly different from their predecessors.
It’s nothing short of smart to adapt and thrive in such a situation. But achieving that requires a certain level of commitment and change. Here are some of the most immediate action points you can address:
Consistent Feedback Over Annual Reviews
Workplace Trends, an HR research and advisory firm reports that both generations prefer and choose to receive feedback regularly (23%), weekly (24%), and daily (19%) as opposed to annually (3%).
Let’s start with something small here. It’s in popular belief to associate working remotely to remotely working or less productivity. But research from the Harvard Business Review suggests the opposite of that negative perception, citing increased productivity, efficiency and engagement in working from home. This benefit, at least part time, is an attractive workplace policy for both new-age generations.
Cohesive Multi-Generational Management
Experts suggest that colleagues learn more from each other than they do from formal training; as a result – understanding different layers of communication, building opportunities for collaboration and cross-generational mentoring open gateways to a culture that rewards across generational lines. The strategy for a cohesive team is more important now than ever before.
Conclusion: Tap Potential Where You Find Them
Baby Boomers are bound to slip into retirement sooner rather than later. And with the incoming buzz about a millennial & Gen Z workforce, it is in a business’ best interest to absorb their new age values and work styles, thereby enabling an engaging and comfortable culture.
Bear in mind that these highly educated millennials and their younger counterparts are passionate about making an impact in the world; harness that energy for your business. You can find more from the webinar itself, but all in all – we’re descending into a new era of organizational dominance. Are we among those who ripple the change, or those to crumble under historical rigidity?
Well, only you can tell.
Originally posted September 5, 2017
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