Over the past decade, when it comes to human resources, the IT industry has been living in an atmosphere of doom and gloom. Many reputable organisations and individuals went on the record stating that the shortage of IT workers would reach critical proportions and severely impede economic growth. The contraction of the sector in 2001-2003 made the prophets of doom retreat for fear of being ridiculously irrelevant, as even the greenest of IT pastures, like the Bay area, were going through a severe drought.
Over the years, we’ve helped many companies apply the principles of Performance-Based Hiring to find talented and productive sales people. When we first engage with these companies their conversations often begin with similar words… “Help me find sales people who are competitive, multitaskers, closers who don’t take ‘No’ for an answer. It would be great if they came from our competitors and brought with them a few clients, contacts, or knowledge that will help them hit the ground running. And oh, by the way, I need them NOW.” At this point in the conversation we have to intervene and help our clients think differently about the process of consistently hiring outstanding sales professionals. Below are three common sense secrets for doing just that.
Today businesses are relentlessly looking to improve productivity, eliminate waste and grow revenues by driving the performance of front line sales people.
Whilst facilitated by an ever increasing investment in technology, such as CRM, the ability to recruit, motivate and retain the best people is more important. Every contact between customer and sales staff can gain or lose business as customers increasingly expect nothing less than service excellence.
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Winning new clients and keeping existing ones are two focal issues for most companies. This is key to business growth and development. Companies won’t survive without new customers, but equally, it is pointless to win new business if present clients keep slipping away.
Being a Coach as well as a Manager……
One of the crucial management challenges businesses must address is effective people development. Employees are undoubtedly an organisation’s greatest resource yet their potential is rarely capitalised on.
There are a variety of Leadership Styles and ’It’s not my style’ is a commonly used phrase that can be heard in many walks of life. However, if you are a ‘Leader’, your style will impact on the workplace environment and the people working both with you and for you. The impact can be both positive and negative, which naturally affects team and individual performance.