HIRING


Hiring Mistakes: Poor Returns and High Turnover


JAMIE CROSBY


Hiring top sales talent is a lot like shopping for a shiny new car. What you really need is a reliable performer that gets you where you want to go. Lemon laws, after all, do not apply. There is simply no way to recoup a lost investment if you wind up with a sales clunker who only looked good on the showroom floor.


16 | OCTOBER 2016 SELLING POWER © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


POOR PERFORMERS COST How much does hiring a poor sales rep really cost? More than a sleek new Jaguar or shiny BMW, that’s for sure. The exact cost is hard to quantify be- cause it involves issues such as missed opportunities and damaged client relations. There are some crunch- able numbers, though: a 2015 Bridge Group SaaS Inside Sales Survey con- cluded that 45.4 percent of all sales reps did not reach their sales quotas. The same study showed that, on average, the annual turnover rate for sales reps is a whopping 34 percent. Of that number, 20 percent represent involuntary turnover (not related to internal promotions). In other words, almost 20 percent of the sales force performed so poorly


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