2020 marks the start of not just a new year, but a new decade, a time to revisit the challenges that have plagued the sales industry and find new solutions. For many sales organisations, that means taking a good look at your talent and determining if your talent strategy aligns to your business goals. If your company resembles the average sales organisation, getting hiring right is a concern that’s not just keeping you up at night–it’s literally costing you.

For the past few years, many sales organisations struggled to develop a world-class talent strategy, from creating a pipeline of highly qualified candidates to growing and retaining existing talent. The 2019 World-Class Sales Practices Study revealed that just 32% of organisations believe they have the right people in place to meet their business goals and only 24% assess why their top performers succeed.

Talent gaps like these threaten to derail sales organisations. What we recommend instead is focusing on the potential to rethink hiring and to build a deep bench of talent, create onboarding programmes that result in better performance and lower attrition and focus on a strategy that improves sales effectiveness.

These are the talent challenges that sales leaders and chief revenue officers must solve—plus a roadmap for making it happen in 2020 and beyond.

Buyers Want More—and That Makes Selling Harder

Korn Ferry research shows that sales is the most difficult role for recruiters to fill. Many organisations look for consultative salespeople who combine deep domain expertise and relationship skills with the ability to help customers understand and clarify their unrealised needs. Consultative salespeople must be agile learners and problem solvers who can enlist the resources of their organisation on behalf of the customer across every touchpoint and through post-sale. Sales is less of an art and more of a science, and it’s getting harder to meet buyer expectations, much less exceed them.

Part of the difficulty sellers face comes from buyers growing far more knowledgeable about vendors, products, pricing and competitive offers than ever before. The traditional role of the salesperson as a product educator is largely gone—Miller Heiman Group found that less than one-quarter of buyers see sellers as an important resource to help them solve their business problems, which is why sellers need to focus on exceeding buyer expectations over and over again.

“Everyone has information about products and services they require at their fingertips,” noted William Sebra, global operating executive at Korn Ferry RPO & Professional Search in Korn Ferry’s Talent Forecast whitepaper. “It’s difficult for a salesperson to surprise a customer with a fact or feature. And because it’s harder, people are less inclined to go into sales.”

This is why it’s critical for sales executives to focus on building a better talent machine—and they have internal partners willing to help. Thirty-nine percent of talent acquisition professionals told Korn Ferry that they want to invest more time becoming a stronger partner with business and hiring managers.  They also want to use hiring technology more effectively, which can make a strong impact on sales.

For example, Miller Heiman Group’s research shows that organisations that use data-driven tools to select candidates have 13.6 percent higher quota attainment versus those that rely on “gut.” If you’re not using these tools, you’re not alone—only 23% of talent acquisition professionals reported using an analytics tool or dashboard.

This sounds like a crisis. But it’s also an opportunity. Organisations that focus on getting sales hiring right set themselves up for long-term success. By defining precisely the skills, abilities and experiences that are critical to succeed in sales, organisations can create an in-depth talent strategy using data and analytics to measure the strength of candidates and identify career paths to use to grow them.

The Solution: A Sales Talent Strategy

A sales talent strategy governs an organisation’s hiring, development, coaching, performance management and seller engagement. While many organisations have some elements of a strategy, different departments handle different elements, resulting in inconsistencies. Instead, sales must drive the process, under the leadership of the CRO, with sales enablement, sales operations, HR and other departments all playing a part.

To achieve an effective talent strategy, the CRO and sales leadership need to coordinate anyone invested in sales talent in following these eight components.

  1. Build a validated success profile. Assess the successful sellers on your team and create the ideal seller profile using that data. During the hiring process, a  hiring assessment guides you toward candidates with critical sales competencies identified in your profile.
  2. Design a comprehensive sourcing strategy. Work backward from your coverage strategy to determine the appropriate staffing levels by roles. Then, using your hiring profile, look for sales talent in unconventional places. Don’t be afraid to look for candidates outside the verticals you sell to or competitors; great sellers may be already working for you in other roles, like customer success.
  3. Create a measurement-based selection approach. Behavioural interviews are important, but they’re better at finding candidates who match your successful profile when paired with  a data-based assessment. To refine your approach, continue to monitor your new hires’ success.
  4. Refresh your systematic onboarding process. Effective onboarding reduces the lead time to full productivity by two months. A strong onboarding process diminishes costs by reducing the amount of time it takes new hires to buy in to company culture, understand sales processes and build their product knowledge.  Use all the data at your disposal to help customise the onboarding process for new sellers.
  5. Institute a formal coaching process. Nearly two-thirds of sales organisations rely on informal coaching or allow managers to come up with their own coaching strategies. Coaching drives results, and when implemented properly, can lead to a 16.6% increase in win rates for forecasted deals.
  6. Offer continuous development. Formal seller development shouldn’t end with onboarding: Organisations that offer their customer-facing professionals continuous development see 26% more of their sellers make their goal than organisations that don’t. A culture of continuous development recognises what employees bring to an organisation—both their current value and their capacity for development. Use behavioural assessments to discover what sellers do well and where they should improve.
  7. Mine data for succession planning and engagement. Succession planning is essential for salespeople who hope to become sales managers, but that career path may not fit every seller. To determine which sellers are a good fit for advancement and to keep the remaining sellers engaged, you need a variety of tools for career paths and growth. Use data to identify management candidates and to pinpoint the best ways to engage sellers who prefer to remain in selling roles, whether it’s mentoring a new hire, participating on a product board or evaluating new sales enablement content.
  8. Plan for transitions. Few sellers remain with one organisation throughout their career. Ensure your process for managing transitions, both voluntary and involuntary, is fair and transparent, and create a process for handling open sales territories during transitions.

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