Checking Your Sales Team’s Pulse – Making a Profitable Decision
What helps you hire the right sales person for the right job? It’s all about taking the emotion out of the process and hiring the best person possible for each position.
Whether it’s for sales consultants, channel sales, or inside sales, finding the person who is most qualified, has the most experience, best fits the job requirements, and is also a good cultural fit for your organization, is absolutely key.
why to HOLD A TALENT REVIEW TO BOOST SALES
Once you’ve hired the right people and you have this awesome talent roster going… you look around and analyze:
- Is the team performing to its optimal level
- Is anyone on the team struggling with continually hitting performance objectives
- Is everyone on point with meeting quotas
- Are the right number of phone calls being made
- Are the right appointments being set
- Are any other goals being met
What do you find?… Is it time for reviewing the talent at hand, and if so, how are you going to do that?
- review the job profiles for each position
- develope a “benchmark score for the perfect hire’” in each position
- analyze how each team member stacks up against a perfect score in that position
This can also help you validate your original hiring decisions. It might be a tough assessment, but it can open your eyes to where crucial personnel adjustments need to be made.
If you’ve had the same team in place for a year and results are static, it’s time to analyze personnel.
Whether you’re managing your teams yourself or partnering with an expert sales recruiter, the goal is to have the right person in each job that will give the most positive impact on overall team performance. Your talent review to boost sales can also boost your team’s morale and efficiency.
MANAGE THE CHANGES
Let’s face it, a good manager can inspire and motivate people all day long. But at the end of the day, if the wrong person is in that position, the impact on both the individual and team performance can be disastrous.
The difficult part of this, as any senior manager knows, is having that conversation where you tell a person that their performance level isn’t where it needs to be. Too often, the conversation is just avoided – which in itself doesn’t usually bode well.
WHEN TO COACH
Sometimes, coaching can have a positive impact. But when it doesn’t, changes must be made. There are two possible scenarios here:
1) You have a B player who just can’t meet expectations of this role.
2) You have an A player, a superstar, who just happens to be in the wrong role.
A manager looking at the first scenario has easier choices – find a better fitting role for that person or let him go (granted, not always so easy to do). But for Scenario #2, the challenge for the manager becomes more complicated.
MANAGE THE RISKS
Do you move an A player into a different role and risk losing him? Or do you take that A player and move him into a different position that you know is much more suited to his skills?
This move often takes careful planning and analysis to get buy-in.
You need to convince the A player that the move is not only in his best interests, but in the best interests of the team/organization. Remember, both revenue and career goals might be at stake!
TALENT REVIEW SCHEDULE
And last, because performance is always dynamic, think about doing talent reviews on an ongoing (annual) basis. Yes, it’s a considerable investment in time up front. But if you have high staff turnover, or revenue goals are consistently not being met, these reviews can cut potential risks. And dramatically improve results over the long haul.
Your executive team may not audibly thank you, but your job security might be improved – a lot.