Best practice in recruitment is essential to retaining good staff and customers and this is managed simply by rewarding good staff.
Last month I wrote about five easy steps to motivation and the last step was to reward yourself, which to me is the most important part of achieving a goal because the reward motivates you with a target in mind and reminds you of its importance and how fulfilling it is to keep setting and hitting new goals.
Of course it is crucial to recruit the right staff for the right job and recruitment agencies can be great at doing this. I find they can also save a company a lot of time and money in sifting through the hundreds of applications we seem to get these days for the same post because of the current economic climate.
As employers and employees, we have become very used to recruitment agencies making an amazing amount of money from people changing their jobs more frequently and, in doing so, two things have happened:
- The recruitment Industry is booming, you only have to log in to your Linkedin account to see how many recruiters there are looking for new candidates;
- Most sales staff seem to believe that you have to change your job every year using a recruitment agency to achieve the best salary.
I have many friends in recruitment who make a lot of money out of this culture and even they are now changing recruitment companies they work for each year to get better rewards and so costing companies a lot of money.
I agree that times have changed – my Grandad was an amazing man who clocked up 30-years loyal service on the water board and retired early at 55 with a great pension. These days people are rarely loyal to their employers and a lot of people have lost faith in company pensions, security of a steady job and are forever chasing the big money.
This is happening everywhere, yet even more so in the sales industry. There is a fantastic way to retain the best staff and, of course, the best customers through rewarding them. While we all have our traditional perks of the job, maybe it’s time to look at what other benefits we can offer our sales teams? I have just finished reading a book written by Dr Tom Manion, The Rewards Society, in which he explains his vision based on rewarding people for good behaviour, creating a meritocracy and how this can be rolled out into almost any industry and gives some superb examples of rewards schemes and how they can benefit an organisation.
To me, Tom’s approach is perfect for the sales industry and could not only be used to keep your best customers feeling valued but also keep your sales team hitting their targets, help retain the best staff making them too feel valued, stay loyal to a company and, at the same time, keeping morale high and sickness levels down.
A great line is from the book is “don’t treat people how YOU would like to be treated treat them how THEY would like to be treated!” This kind of approach is bound to improve the retention of the best staff and, naturally, the best customers because let’s not forget you can’t have one without the other!
To retain the right staff we all need to ensure that our companies are great places to work and that they help staff grow and develop as individuals. The approach of rewarding people for the right behaviour is simple but very effective. I’m sure the more rewards and incentives that you give people to stay at a company the happier they will be and begin to see their position as a career, not just a job until something better comes along. We have all worked alongside the unhappy colleague who is constantly in “holiday mode” “Friday mode” and even worse the “looking for a new job mode” working on 50% instead of 100% and, I dare say, some would even be looking for a new job in their current employers time!
I’m sure that everyone appreciates the massive benefits of keeping good well trained high achievers within our organisations – saving time and money on training up new staff all the time and the things you can’t put a price on such as the rapport those staff build with clients and their influence within a team, not to mention recruitment costs.
So maybe we should ask ourselves the question: If we spent half the amount of money we do on RECRUITING the best staff on RETAINING the best staff, what would the results be?
I would even go as far to say that with the right reward and incentive package in place to keep motivation high and keep teams hitting their targets, the extra revenue brought in could cover the cost of any such rewards scheme. Recruiting the right staff is great although, surely, retaining the right staff is even better.