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What They Didn't Teach Us in Sales Class

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Essay title: 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 values and philosophies.

Create a positive work environment. Money and benefits may bring employees through the front door, but poor work conditions drive them out the back.

In its National Study of the Changing Workforce, the Families and Work Institute showed earnings and benefits have only a 3 percent impact on job satisfaction. "Job quality" and "workplace support" have a combined 70 percent.

Develop an "Onboarding" program for the first 90 days on the job. Don't hire and abandon your new employees. Insure they get the support, training, and assistance they need

Enhance connections between co-workers, managers, and the organization. To build stronger bonds between the top management and employees, firms hold training programs and seminars such as team building. The process builds a better bond, improves communication, and builds trust within the organization.

Hire the best and avoid the rest. Research shows those organizations that spend more time recruiting high-caliber people earn 22% higher return to shareholders than their industry peers. Instead of waiting for people to apply for jobs, good organizations are always on the lookout for high-caliber people.

Provide learning opportunities. For many people, learning new skills is as important as the money they make. Identify career

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