over 500,000 pageviews the Blog about Good Selling ,Chinese 成功的果實 Spanish Frutos del éxito English Fruits of Success Hindi सफलता का फल Arabic ثمار النجاح Portuguese Frutos do sucesso Bengali সাফল্যের ফল Russian Плоды успеха
Japanese 成功の果実 Punjabi ਦੀ ਸਫਲਤਾ ਦੇ ਫਲ French Fruits de la réussite German Früchte des Erfolgs Italian Frutti del successo
Sales Talent Churn challenges posed by Defectors, Misfits and Remnants
Of all the sales management metrics that tell us about economic
growth, the ones that we in selling know ( and often to our cost) is talent churn.
In London according to recent issue of the London Evening Standard, it is
40% of employees plan to move within next year.
Managers ( including sales managers) turn from corporate game keepers who guard and develop their company's talent to one now of poachers who may feel the need entice talent away from competitors.
More than half those leaving jobs in London then try to
entice their colleagues to follow them and many choose to take them up on their
40+ % when asked when
anyone had left their place of work and tried to ‘poach them’ to go and work in
a new company “Yes and I took them up!”
25% replied that they had been approached but declined
33% said they had never been approached
Research from Adecco reveals the reason for defections.
That the most common reason for wanting to move is bad management.
30% wanted to move
because of poor management nearly twice as high as those saying they would
leave primarily because of low pay.
Ironically the worst bosses are to be found in HR with
nearly 40% saying that bad management was the strongest reason for moving jobs
followed by arts and culture at 37%.
Poachers are most likely to work in:-
Not only is poor management the main cause of defections
their exacerbate the problem by then replacing them with the wrong people.
70% of those polled say their firm made hires that were ‘clearly a wrong fit for the organisation’
Legal professionals are far more likely to poach successfully.
40% in London have done so successfully. But 80% of legal professionals say
that their firm has made bad hires. ( the average is 73% across London.
If defectors and poor replacement hires were not enough of
challenge to sales management , the task of sustaining team morale when key
staff leave ( and possibly try to take colleagues with them) 24% of staff
feeling ‘de-motivated’ when someone leaves.
40% say they are ‘disappointed’ when someone leaves
20% say they are ‘frustrated’ when someone leaves
And only one in seven admitted to being ‘happy’ to see
certain people leave.
Half of Londoners in the Adecco study are also concerned about
the increased workload with 25% saying they are worried that more people will then leave ( and many of these will be
54% of Londoners
believe their firms have a problem with retention 38% believe
better management training is the number 1 solution
Ironically HR who you would think would be best at managing
staff- has the worst management with
50% saying that there is a lack of management training for staff compared with
35% across the board.