Harvard Business Review

AUGUST 1, 2012

On the other hand, most businesses are operating with traditional models of salesperson recruitment and training. 15 billion is spent per year on sales training. Given the importance of skills and capabilities to sales performance, businesses need to reconsider who they recruit into sales roles, and how they train them.

Sales 19

Sales Sales Recruitment Sales Management 19

Harvard Business Review

APRIL 13, 2015

Sales managers have a difficult relationship with luck. As a consequence, many sales managers de-emphasize luck, instead stressing the importance of stable, measurable, and controllable factors such as motivation and specific behaviors. They love it when it’s helping their teams, but they know how unreliable it is.

Sales 15

Sales Sales Sales Management Advertising 15

Harvard Business Review

SEPTEMBER 19, 2012

When selecting salespeople for these groups, take into account differences in territory opportunity or potential. It's not enough to only rely on performance rankings, competency model assessments, and sales manager input. a good territory), and not by skill and effort.

Sales 15

Sales Sales Sales Management Recruitment 15

Harvard Business Review

JANUARY 9, 2014

Companies have long developed and managed their sales people differently from other employees, placing great emphasis on individual performance. Even in sales, network performance now accounts for about 44% of the impact. On the most effective sales teams, particularly B2B, the individual no longer reigns supreme.

Sales 14

Sales Sales Compensation Compliance 14

Harvard Business Review

OCTOBER 1, 2014

Ninety percent of the team was recruited from beyond the insurance industry to enable it to challenge the status quo approach to decision-making. A small proportion of worker’s compensation claims account for a large proportion of complexity, contention, delay and losses for AIG: 10% of claims account for almost 60% of costs.

Insurance 14

Insurance Change Management Compensation Sales Management 14

Harvard Business Review

MAY 20, 2016

direct sales, selling partners, inside sales, e-channels) or sales role (e.g. generalist, specialist, key account manager) is best suited for different customers or sales activities. programs for energizing people and reinforcing a sales culture that breeds success).

Sales 14

Sales Sales Compensation Operations 14

Harvard Business Review

DECEMBER 4, 2017

Sales teams must meet the immediate needs of their customers, respond issue by issue and account by account, and meet quarterly goals. As one sales manager noted, “In this job, if you don’t survive the short term, you don’t need to worry about the long term.” Recruiting.

Sales 8

Sales Sales Recruitment Sales Management 8

Harvard Business Review

DECEMBER 4, 2017

Sales teams must meet the immediate needs of their customers, respond issue by issue and account by account, and meet quarterly goals. As one sales manager noted, “In this job, if you don’t survive the short term, you don’t need to worry about the long term.” Recruiting.

Sales 8

Sales Sales Recruitment Sales Management 8

Harvard Business Review

NOVEMBER 2, 2015

A review of hundreds of studies about sales productivity finds that “[t]he results of this research have simply failed to identify behavioral predispositions or aptitudes that account for a large amount of variance in performance for salespeople. ” Common stereotypes about a “good” salesperson (e.g.,

Sales 15

Sales Sales Recruitment Marketing 15

Peter Winick

NOVEMBER 14, 2022

Your content can also be a recruiting pitch, bringing in top talent that shares your passion and wants to be part of a better solution. Eric shares how thought leadership is important for the sales team, helping them understand and share the organization’s goals and values right from the moment of hiring. Eric Youngstrom Yeah.

Sales 242

Sales Sales Small Business Marketing 242

Harvard Business Review

FEBRUARY 28, 2018

Forty years ago, two companies were known for aggressively recruiting minorities on college campuses: IBM and Xerox , both considered hot tech companies of that era. My senior year in college, a black sales rep from IBM encouraged me and a group of fellow black students to consider a career with the company. Hayon Thapaliya.

Diversity 13

Diversity Metrics Benchmarking Government 13

Harvard Business Review

JUNE 6, 2016

They were at a conference, with industry contacts all around, using their corporate expense accounts. Claudia was the newest recruit to the sales team—young, eager, pretty. He was the CFO of their company, a software start-up with about 75 employees. She was its star salesperson. Ada: Ready for your big date?

Sales 13

Sales Sales Recruitment Sales Management 13

Harvard Business Review

OCTOBER 1, 2014

Ninety percent of the team was recruited from beyond the insurance industry to enable it to challenge the status quo approach to decision-making. A small proportion of worker’s compensation claims account for a large proportion of complexity, contention, delay and losses for AIG: 10% of claims account for almost 60% of costs.

Insurance 8

Insurance Compensation Sales Management Change Management 8

Harvard Business Review

JUNE 10, 2016

Gathering customer or product information to determine customer needs, processing sales or other transactions, taking product orders from customers, and preparing sales or other contracts collectively account for approximately three-quarters of a parts salesperson’s time — and all can be automated.

Sales 14

Sales Sales Sales Management Operations 14

AIHR

DECEMBER 20, 2022

A job analysis is conducted by employees themselves, managers, Organizational Development (OD) professionals, or HR professionals for various purposes. This is also helpful in recruitment. HR can use the obtained information in their activities like recruitment, learning & development, and performance management.

Job Analysis 98

Job Analysis Sales Sales Recruitment 98

Peter Winick

FEBRUARY 3, 2025

He outlines his “GREAT” frameworkGratitude, Resilience, Empathy, Accountability, and Transparencyessential traits for leaders facing demographic shifts, technological disruptions, and cultural divides. It’s easy to say, hey, I’ve got this great sales account, whatever. It’s easy to be comfortable.

Accounts 177

Accounts Media Sales Sales 177

AIHR

OCTOBER 14, 2024

Lower hiring costs: Internal employee promotions require less extensive employee onboarding and minimize the recruitment expenses associated with hiring externally. An Account Specialist receives a promotion to Account Manager, but their salary remains the same (for the time being).

Onboarding 98

Onboarding Compensation Succession Planning Benefits 98

Harvard Business Review

SEPTEMBER 29, 2014

What really matters is how technology, data, and analytics can help salespeople, sales managers, and leaders improve fundamental sales force decisions and processes. Consider account targeting. Closing the loop by providing an assessment of how effective account targeting was so as to inform better future decisions.

Sales 14

Sales Sales Sales Management Accounts 14