David Mustaire on turnover: “Moving on is a simple thing, what it leaves behind is hard.”
What was the client need:
RBS WorldPayUS, one of the leading credit card processing organizations in the US, servicing more than 100,000 merchants, with more than 250 bank affiliations saw sales productivity of first year AEs dip to 50% of plan and turnover above industry norms at 70% for those same new hires.
What One to One Leadership did:
We learned the culture of the organization from the bottom up by:
- Conducting individual interviews and focus groups with sales associates and managers
- Participating in the field with AEs
The heart of the problem:
RBS needed to rethink its training and on-boarding process to accelerate the effectiveness and successful retention of new hires over the first 120 days
Implementing new training methods designed to assist a sales force that is nearly 100% remote meant re-thinking the company’s current approach and focusing on participants meeting each other (for the first time) and learning people and selling skills together. We took trainees through a three day workshop on People Reading using the DiSC assessment followed by basic selling including participant agreement companywide to implement a daily point tracker with a goal of earning 65 points a day.
Results – and re-thinking – Lie Within
The pilot sales training class was held in February 2008 and the participants outperformed the control group (those who did not attend the One to One training) by 22%. The trainees also report an increase in support in the field from both their Territory Managers and One to One. RBS reps e-mail the company often to boast of success and this motivates their peers as well.
