SALES TALENT- THE WAYS TO MANAGE THE CYCLE
Every sales
manager should be made aware of the
salesforce member lifecycle as a way of making sure that their work is targeted
to the specific stages of an salesforce member's interaction with the company.
Managing
salesforce performance begins with managing the satisfaction of the sales
team. The costs component of a company's Sales force can be as large as 80% for
a market intensive company. A large proportion of these costs will relate to
the hiring, firing and everything in between for the recruitment, retention and
release of an salesforce member. It is important, therefore, to understand and
appreciate the benefits of knowing and understanding the basic elements of an
salesforce member lifecycle and how managing managing salesforce member
satisfaction can help to create a winning sales performance
Although models and descriptions of an salesforce
member lifecycle will vary, the most common terms that will be found include
the following stages: recruitment, orientation, development, progression and
departure. From this last point, the cycle will start over: a new salesforce
member for the company, a new company for the former salesforce member. It is
important to remember that different keywords may be used in examples of
salesforce member lifecycles but the basic concept remains the same. From one
company to another, it is possible to adapt the salesforce member lifecycle to
suit the individual needs of each company and HR department.
RECRUITMENT
The beginning stage of the salesforce member
lifecycle is, quite obviously, the recruitment stage. It is during the
recruitment phase that the salesforce member-employer relationship is first
established. First impressions are possible, introductions are made and,
depending on how all stages of the recruitment are conducted, it becomes the
starting point for the salesforce member lifecycle. In regards to the
salesforce member lifecycle, the recruitment stage may cover more than just the
traditional methods of hiring an salesforce member. For example, the first
stage of the salesforce member lifecycle could also cover scenarios where the
salesforce member is transferred to a new department or subsidiary company as
the salesforce member process starts over from the beginning once more.
ORIENTATION
Once a
decision is made to accept the transferral or hire a new recruit, the
orientation phase begins. Alternatively known as the settling-in stage or
the induction; this part of the salesforce member lifecycle is about
allowing the salesforce member to familiarise themselves with the company and
explore the responsibilities of the role. Decisions need to be made about the
time for the orientation to last and how quickly to share information with the
new salesforce member. It also important to strike the right balance between
being involved in your salesforce member's induction period while also giving
them enough space to find their own way in the company. My experience
has shown that the orientation can offer long term benefits in terms
of company retention.
DEVELOPMENT
In order to increase the likelihood of salesforce
member retention, it is necessary to invest time in the development of an
salesforce member. Both personally and professionally, if a company enables its
salesforce members to develop, it will be able to satisfy the needs of those
salesforce members. This could range from allowing salesforce members time off
to develop new personal skills or further any established hobbies or set time
aside for professional training courses funded by the company as part of its
commitment to the future of its salesforce members. Engaging the workforce by
presenting them with a visible focus on their professional development will
help to ensure that the salesforce members are invested in the success of the
company as much as the managers are.
PROGRESSION
The future prospects for salesforce members will
often dictate how long a person will spend with any particular company.
Progression opportunities could refer to financial benefits (increase in
salary, monetary bonuses, etc.) or to psychological success (supervisor title,
managerial responsibilities, etc.). Most importantly, progression for the
salesforce member lifecycle should reflect the tenure of their stay with the
company and the educational qualifications that would make an salesforce member
a good candidate for progression within the company. Other positive targets for
progression could include rewards and similar forms of recognition that
highlight their achievements and outline the future.
DEPARTURE
At some point, every salesforce member will leave
their job. The only difference between salesforce members is the how, why and
when that is involved in leaving the job and ending the salesforce member
lifecycle. At this point, the salesforce member has gone full circle from
starting out with the company, continuing along the chain and finally reaching
the end stage. The relevance of this point is to minimise the risks on both
sides. Where the parting is done on pleasant terms, the separation can be a
positive opportunity for both company and salesforce member. The salesforce
member will venture out into another part of the business world, while the
company could gain from having someone who could forge new networking
possibilities. This works both ways - the former salesforce member and the
company should always remember that word of mouth is the strongest tool in
promotion.
The journey of an salesforce member from the start of their relationship with a
company right through to the very end is just one example of the most common
lifecycles in the business world. It easily defines the contributions of both
salesforce member and company to the success in the salesforce member-company
relationship. Every sales manager should be made aware of the salesforce
member lifecycle as a way of making sure that their work is targeted to the
specific stages of an salesforce member's interaction with the company.
Dr Wilfred Monteiro
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