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According to Gallup research conducted in 20061
, seven of the top predictors of turnover are:
THE IMMEDIATE MANAGER
1 The most common cause of sales rep turnover is a
sour relationship with the direct manager.
The sales manager’s main role is the development
of their sales teams for maximum performance and
results. There is a direct correlation between a sales
professional’s success and the competence, value
and mentoring abilities of his/her sales manager.
POOR FIT FOR THE JOB
If a salesperson isn't passionate about
the product they are selling, this will lead
Top Managers Should:
• Set high yet achievable standards for their reps
• Help their sales reps develop their skills and
improve their results
• Coach and mentor their teams to help them
achieve superior results through implementing
ongoing development plans
CONNECTION TO THE ORGANIZATION,
OR TO SENIOR MANAGEMENT
Employees like to feel a connection to the overall organization.
They like to understand and feel part of the vision, mission,
strategy and key priorities.
LACK OF COMMITMENT TO QUALITY
Salespeople will take issue with their company if they
don't feel that it stands behind their products.
Deﬁcient Process: If the sales
manager is under a lot of pressure to
ﬁll the vacancy quickly, rush decisions
could be made.
The goal of an eﬀective on-boarding program is to get the new salesperson up to full productivity as quickly as possible.
Consideration should be made to get the new hire up to speed within six months, including a structured schedule for their
ﬁrst three months of employment. Sales managers need to be held accountable for the use of the on-boarding program
and laying out very clear expectations of both activity and results within these ﬁrst six months.
About the CPSA
The Canadian Professional Sales Association is Canada’s largest national sales organization. Established in 1874, the
CPSA helps build knowledge and skills to improve sales performance through professional development programs,
networking opportunities and exclusive member resources and beneﬁts. Our 20,000+ members are found in almost
every sector of the Canadian economy and cover a wide range of job functions, predominantly within commercial sales.
4 PAY AND
Many employees leave their companies
because of insuﬃcient pay or beneﬁts.
Proﬁle Issues: In hiring the right person, the sales manager should
consider both expected accountabilities AND required competencies.
A thorough review of this proﬁle should be done by both salespeople
and manager before it is put in place by the company.
If sales success is approximately 50% talent, then performance conditions account
for the remaining 50%. Poor hiring could be caused by a deﬁcient process,
mismatched proﬁle of skills and experience, or both.
For more sales tools and resources, visit our
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cpsa.com | 1 888 267 CPSA (2772) © CPSA 2016
1. Gallup Poll research conducted 2006.