What They Didn't Teach Us in Sales Class
"What They Didn't Teach Us in Sales Class"
In reducing high turnover among new sales personnel, the first thing that firms should do or the employers of that firm should do is to match the job with the best suited to perform it. High turnover organizations spend disproportionate amounts of resources on recruiting and replacing their workforce, while smart organizations invest in employee retention. Indeed that there's going to be turnover no matter what you do, but blindly ignoring the reasons for turnover is foolish and expensive.
Generally, there are five important areas that motivate people to leave their jobs as to why employees quit:
Poor match between the person and the job
Poor fit with the organizational climate and culture
Poor alignment between pay and performance
Poor connections between the individual, their coworkers, and the supervisor
Poor opportunities for growth and advancement
To improve the stated effects, employee retention should be emphasized. To achieve this, employers must pay close attention to what causes low job satisfaction as well as what attracts, retains, and motivates your workforce. Here are a few items to consider:
Identify and weed out poor managers. The relationship with the employee's front-line manager is the most common reason people leave. In order to have a balanced relationship between the workers and their bosses, the employers have their workforce evaluate them as this will undoubtedly brings attention and design "a plan for action" for improvement.
Hold managers accountable for turnover. Set specific responsibilities for Human Resources, supervisors, and executives on what their specific role is in employee retention. Train managers so they understand what leads to higher retention and greater job satisfaction. Hold managers responsible for retention in their departments, set turnover goals for each manager, and track accordingly. Promote managers whose behavior is consistent with the organization's
In reducing high turnover among new sales personnel, the first thing that firms should do or the employers of that firm should do is to match the job with the best suited to perform it. High turnover organizations spend disproportionate amounts of resources on recruiting and replacing their workforce, while smart organizations invest in employee retention. Indeed that there's going to be turnover no matter what you do, but blindly ignoring the reasons for turnover is foolish and expensive.
Generally, there are five important areas that motivate people to leave their jobs as to why employees quit:
Poor match between the person and the job
Poor fit with the organizational climate and culture
Poor alignment between pay and performance
Poor connections between the individual, their coworkers, and the supervisor
Poor opportunities for growth and advancement
To improve the stated effects, employee retention should be emphasized. To achieve this, employers must pay close attention to what causes low job satisfaction as well as what attracts, retains, and motivates your workforce. Here are a few items to consider:
Identify and weed out poor managers. The relationship with the employee's front-line manager is the most common reason people leave. In order to have a balanced relationship between the workers and their bosses, the employers have their workforce evaluate them as this will undoubtedly brings attention and design "a plan for action" for improvement.
Hold managers accountable for turnover. Set specific responsibilities for Human Resources, supervisors, and executives on what their specific role is in employee retention. Train managers so they understand what leads to higher retention and greater job satisfaction. Hold managers responsible for retention in their departments, set turnover goals for each manager, and track accordingly. Promote managers whose behavior is consistent with the organization's