The Center for Sales Strategy Blog

This is the third post in a four-part series on how managers can set new hires up for success. You can click to view the previous posts on building relationships that will lead to stronger sales performance and maximizing strengths and working around weaknesses.

Giving your new hire detailed feedback on their talents is one of the best ways to set them up for success. This conversation can be very meaningful and will arm them with specific information about their potential and how they can maximize their strengths in their new role.

This is the second post in a four-part series on how managers can set new hires up for success. You can view the previous post on maximizing strengths and working around weaknesses here. 

The very best managers I work with understand the importance of growing solid, working relationships with their people, and they start working on those relationships even before their new hire’s first day on the job. Not all managers take this approach - many people feel their boss does not care about their success. According to a recent Monster poll, 72% of respondents said they do not feel like their manager or supervisor is interested in their job growth. Yet, caring about people and developing good working relationships with direct reports, is one of the best ways to boost sales performance.  

This is the first post in a four-part series on how managers can set new hires up for success.

Onboarding new employees the right way is crucial in retaining them long-term.

According to an Aberdeen Group study, 86 percent of respondents felt that a new hire’s decision to stay with a company long-term is made within the first six months of employment. So you want to ensure you provide a challenging, but rewarding, experience that first six months and get it right immediately out of the gate! There are a few things you can do before and after your new hire’s first day to set them up for success and retain them.

SCENARIO:

Your top-performing, seasoned seller just turned in their notice. You are prepared because you were diligent and have a full talent bank with well-qualified candidates. But even with all of this prep, you realize how overwhelming the task of examining the candidates in your talent bank can be.

Where do you start? The job title is the same, but the challenge is different each time.

Last year, Harvard Business Review estimated the turnover in salespeople to be around 27%. In an industry that’s seeing almost double the turnover rate than the overall labor force, it’s essential for managers and leaders to not only know how to recruit great talent that’s an excellent fit for your team, but also how to retain sales talent and improve their performance over the years. 

If you want elite sales performance from your new hire, have an elite onboarding process. 

You breathed that sigh of relief after you received a signature from a new hire. Satisfying, right? Now, you must put as much effort into their onboarding as you did into the interview process because hiring elite performers is only part of the overall equation. You expect elite performance from them, but it is not guaranteed.

The 2018 NFL Draft will take place this week. I root for the Cleveland Browns. The team with the 1-31 record over the past two seasons. The team with one of the worst track records when it comes to evaluating and selecting talent. That’s my team!

The Tour of Duty Framework

There are so many young people out there with innate talent and tremendous potential… but zero sales experience. 

Recruiting and hiring top talent is a tall order!  But it is critical for success in a sales organization.

Sales managers in the media space are faced with the challenge of hiring sellers who sell integrated solutions. No longer is hiring a one trick pony—a master negotiator who secures large shares of available opportunities—the recruitment and selection gold standard. Hiring great negotiators who can also develop business by selling integrated solutions is now standard operating procedure.