Building a Retention Plan
Based on these survey results, five key areas to examine and optimize include the overall recruitment process, total compensation (including perks and benefits), the employee onboarding experience, professional development, and managerial support.

Recruitment process: Start with the professional profile required for the job. Review the traits of current top performers, as well as their professional background. Are they coming from competitors or similar industry verticals? How many years’ experience do they possess? What soft skills allow them to sell more effectively than B- or C-players? Once a candidate has been identified, analyze the interview process. A behavioral interview is recommended to assess skill set and fit, rather than a cursory prescreen that might miss important cues. Some companies also conduct ride-alongs to provide a realistic feel for the job and determine the candidate’s true level of interest in the position.

Total compensation: Compensation comes down to more than an employee’s commission structure, although this is critical in attracting candidates. How are employees being paid for each sale? In door-to-door security sales, sales people earn commissions for closing the deal, but may not necessarily be paid for the life of the account, in contrast to insurance sales, for example. In addition, many security technology dealers prefer hiring independent contractors to sell their products and services. While reps used to working as contractors may prefer this level of independence, many sales candidates are looking for more permanent opportunities – and are able to find them. Consider whether current pay structures are driving employees to leave for more lucrative opportunities or preventing the company from attracting the strongest talent.

Onboarding experience: After the recruitment honeymoon period is over, the onboarding experience offers the employee a true window into how the organization functions. For example, preparing the new hire’s desk with necessary supplies might seem like a small thing, but it goes a long way to enhancing a first impression. Make sure all new hire paperwork is available and an HR specialist is on hand to take questions. In addition, take time to compile a training schedule and provide a guided overview of the company’s products and its expectations for sales. Make the most of recruitment investments by making employees feel welcome.

Professional development and training: While onboarding unfolds over the employee’s first ninety days of employment, professional development continues over the entire employee lifecycle. As the company develops new product or service offerings, schedule training with the entire team so they know exactly what they’re selling and how to sell it. For companies with a large portfolio of products, periodic training is the key to educating sellers about the company’s entire spectrum of offerings, thereby allowing the sales person to sell and earn more. As an employee’s tenure grows, he or she may be interested in increased responsibilities. Examine how the company can offer supervisory or management experience to employees who are looking to grow, and develop a training program around developing effective leaders who can in turn help retain talent.

Management support: This is the lynchpin to training, development, and day-to-day sales operations. Managers, after all, are the glue holding the sales team together, and the individuals most responsible for driving engagement and retention. Too often, sales people leaving an organization cite managers who are either unavailable or ill-equipped to lead. Part of building an effective sales culture involves managers who are available to help close difficult sales, overcome customer objections, and offer continuous training to sell effectively. People leave managers, rather than jobs, and for this reason managers are the most important aspect of retention.

Finally, take a look at the company’s brand and how it might be improved. While the organization’s employer brand speaks to its value proposition to employees, the brand feeds the company’s sales people. How does pricing impact a sales person’s ability to sell? How might products be enhanced to attract or retain customers? A sales person proud to represent a stellar product and making a good living doing so, is less likely to be enticed by a competitor with a similar product.

Retaining residential sales representatives will continue to be a challenge, given the market’s growth and demand on talented door-to-door selle
rs. For this reason, ongoing analysis and continuous improvement are the best strategies for getting ahead of the turnover curve and retaining good employees. By building bench-strength and cultivating growth, recruiting becomes less of a revolving door and more of a strategic business tool for growing the company’s profits and market share.

Sabrina Balmick serves as marketing manager for ACA Talent, a sales recruitment and consulting firm specializing in the security and telecommunications industries. E-mail her at [email protected].

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