The notion that salespeople are driven mostly or primarily by money is one of the ‘truths’ that has been around the longest and is embraced by the most individuals in the field of managed recruiting. It is unfortunate that this assertion, despite the fact that it may have been accurate in the past, does not hold up very well in the present day. In light of the fact that a new study suggests that as many as four-fifths of salespeople may really be primarily driven by non-monetary incentives, it may be time for your human resources staff to reevaluate those outdated ideas. Now, what are the actual things that motivate salesmen in the modern era? Indeed, it is possible that there are still some salesmen who adhere to the “old school” sales model who are receptive to your conversation about the size of the commission they might make working with you or the price of the automobile they could purchase. However, it is risky to operate on the assumption that such methods of exerting financial pressure will be successful with the majority of your salesmen, or even necessarily any of them. What do you think about the general praise and recognition that your sales people may get for a job well done but not particularly noteworthy? Is a position in sales with your company enjoyable, regardless of the amount of money that goes with it? Are applicants given the chance to improve themselves and become proficient in the art of effectively selling the goods or services offered by your firm if they are offered the position that you have available? Here are all of the considerations that you need to give some thought to! It is not reasonable to assume that a poorly performing salesman is someone who does not respond to more conventional management strategies. Quite the contrary, if you want to get the most out of them, you may just need to handle them with a little bit more delicacy and subtlety. Keep in mind that the world of motivation is a difficult one. It is essential to recognize that motivation is a complicated item, regardless of whether it is used in the field of sales or not. Some individuals are primarily motivated by a desire to secure that large sale, while others may be more passionately motivated by a strong aversion to the prospect of losing out on that huge sale. Likewise, some people are able to produce outstanding achievements with the application of self-pressure, while others may need the application of pressure from others in order to really offer their best effort. Some individuals are adept at managing themselves, while others are more suited to being carefully controlled by a higher level of management. In order to not only find and employ the most talented salespeople, but also to extract the most potential from them once they are on your team, it is essential to have a comprehensive grasp of the complex web of motives that are likely to apply throughout your sales force. It is possible that this is one of the most significant lessons that you should implement into your managed recruiting strategy as we get closer to the year 2017.
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