This document
has been written to help companies attract top
performers and is based on over twelve year’s experience of recruiting for
a range of global companies in the sales arena. By implementing some of the
strategies in this article, it is my firm belief that you will help increase
employee satisfaction and sales results as well as stay ahead of the
competition.
1.
Your Holiday/Vacation
Policy is not competitive.
In several negotiations I have conducted in
the last year, candidates have increased their holiday allowance and told me it
would be a show stopper if it was not changed. Finding an employer that
recognizes a positive work/life balance, evident in their holiday policy, is a
priority for potential candidates. If you have not got a policy which is
flexible or at least competitive with the market then you are immediately
behind the competition. It is no longer acceptable to say, “That is the way it
is!” The last two companies I have spoken
to have increased the allowance to a minimum of 25 days + bank holidays for
those candidates.
A
more radical solution is proposed by Joe Reynolds of Red Frog who advocates an
unlimited holiday policy!
An obvious point, but this needs to be reviewed on a regular basis. Top
performers like to double or treble their basic salary annually and thrive on a
commission structure which rewards them. Do you have a competitive % of sales
and accelerators in place for over performance? Top performing companies are
offering 10-20% of sales value to sales employees and setting realistic
targets. They realize they can attract top talent this way which in turn
increases the company value and performance which is smart. Pay the best
candidates the salary they deserve and you will be rewarded. This includes the
basic salary and also stock options if relevant.
“I believe in
my team working for their basic salary!” My Sales Director 1997
On the other
side of the coin, competitive structures have enabled some sales candidates,
with my clients; earn 200-500k per annum. They tend to stay where they are! 16%
of sales!
3.
Your interview
process is too lengthy/not structured.
I have seen this so many times! Two meetings including the presentation are
typically enough. It may be two long meetings with multiple decision makers and
tests may also be needed but two-three weeks max should be enough. Any more
than that and you may lose the interest of the candidate or they may go
elsewhere to a more agile competitor. If there are too many meetings, it can
also be symptomatic of a bureaucratic, and perhaps, disorganized organization.
The candidate may think it will be the same were they to join.
We
recently had a company who wanted a candidate but took two months to offer so
lost him as he decided to start his own consultancy. They put together a great
offer but too late!
4.
You offer no formal
training
Employees like to learn and develop. Product training is crucial but
also sales and leadership training where appropriate. Not training for
trainings sake but clear measurable training where the employee is learning.
This should enable better performance from top performers and also create
loyalty from your team who appreciate the investment. Companies such as SPI and
Imparta offer excellent sales and leadership training. There are also a whole
host of talent management companies who will provide the software to maximize
your resources.
5.
You have no employee
benefits
Fine for a start up but beyond a year or certain size, these become pivotal
and it is often one of the first questions I am asked. What are the benefits!
Pensions, holidays and medical, but also the newer wave of flexi benefits.
Extra holiday days, welfare allowances, gym membership and the like.
6.
You have a
Big Brother culture
Top performers typically like some freedom. The opportunity to work from
home when needed. Yes, team spirit needs to be built and people need to come to
the office, but top performing salespeople should be out on the road and have
the freedom to manage their time. Reports show what is being done and if
salespeople don’t perform, they leave. Top performing salespeople like to be
treated like adults and get on with the job. Yes, they need to come to team
meetings and join in all the team building, but in my experience they perform
best when the handcuffs are off!
Is the culture professional and ethical? What is the reputation of the
people and the company? Do you know what you stand for? Not vital to everyone
but important to some.
“Why travel
two hours into the office when you can be working. I hit my targets and get the
job done” Candidate – January 2012
7.
Your office is not in a great location
Candidates have told me they have turned down opportunities because of
the actual office or location. Is it a good place to work when in the office
and easy to get to? Transport links etc. Obvious again, but all these add up
when trying to attract the top 10-20% of candidates.
8.
Your staff
retention levels are not good
Do you churn through sales people quicker than a hot knife in butter?
Candidates research and know what these levels are. Some retention is healthy but if they are
jumping from ship on a regular basis then what are the issues? That ties in
with everything here and is vital. First the hole needs to be plugged and then
you can rebuild. Is the messaging and vision clear, do you have the right Sales
Director and culture and communication? Again I will sometimes here “I am not
working for that person” although conversely I hear “what a great director they
were”. Are they motivated and do they present the company well in meetings.
“I have looked on LinkedIn and people don’t seem
to stay very long do they. Am a bit concerned about joining this company?” Candidate January
2012
9.
Your Company
has poor level of Communication with prospective employees.
This applies
to every interaction with a potential top performer for your organization. If
the first call is not good then it will cause issues further down the line. This
is also very relevant to on boarding. Having some senior people meet with the
candidate or having dinner with them is often very useful to set the scene for
success. You will not get that far if the candidate is not updated and
reassured throughout the process but once you do, it is as important to
maintain communication before they start to make them feel welcome and
reinforce that they have made a good decision. HR plays a big role here but one
of my clients also recently had the founder meet one of the new sales people!
This was a big organization so imagine how he felt. Communicate and do it well.
Have your key people involved and bring that passion.
The danger,
if this does not happen, is that candidates are distracted by other
opportunities; especially if there is a doubt in their mind. When this has
happened with my team, there has often been a long time period between the
offer and start date. Conversely, we have worked with clients recently where
candidates have actively attended meetings prior to officially starting! This
is also great for on boarding and there are some great Sales Directors out
there who are brilliant at absorbing and applying this message.
10.
Your on line presence is inadequate.
The first place candidates go today is online. Twenty years ago it was
brochures and reputation but in the digital age, your footprint is vital.
Company websites, Twitter, Facebook and other sites all play a part in
attracting top sales people to your organization and give an indication of the
culture in place. This needs to be considered and run a by a social media
expert.
If you don’t have this right then you will be behind the competition and
won’t attract the top performers.
Also, shout out your achievements and put in on the web. Company awards,
events, You Tube clips; something that shows the unique DNA of your
organization.
“I could not
find much about the company online, why is that? No thanks!”
