Hello, I'm from the daily chemical industry. How can we keep our own business talents?

Usually, retaining salesmen and recruiting are considered as two unrelated things. However, the two are closely related and inseparable. We believe that a company may have a well-planned and mature recruitment plan. However, once the salespeople are employed by the company, if the company environment is not satisfactory, the company will find that these salespeople are looking for other jobs because they have a choice in the labor market. The serious impact of personnel flow is a serious decline in the turnover of enterprises. Therefore, at the beginning of the recruitment, we should make preparations for the salesmen to stay in the future, and don't let them have the idea of leaving soon after they come. We think what we should talk about when recruiting is: 1, and the salary and benefits must be competitive. If your company's salary can't compare with competitors (or markets), then you can't win the elite in the talent competition. Salary is definitely an important bargaining chip in the competition. If your competitors are better, you will face difficulties. This is bad news. Fortunately, there is also a lot of good news about salary and benefits in the talent war. We will throw out the attraction of our company in this respect, first of all, we must attract elite salesmen. The salary of petroleum industry mostly adopts the way of low basic salary and high commission, and its travel expenses are reimbursed according to the sales return index. This is ok for the "old people" in an industry-but the old people can't accept new knowledge, but it is unbearable for a newcomer. We agree that all the travel expenses for the first three months will be borne by the company. If a person fails to pass the three-month entry, it can be said that he has been eliminated. Such a policy encourages newcomers to "play hard" in the early days. 2. Providing attractive development space Although there is no difference in salary competition, those companies that can provide welfare and training programs can occupy a favorable position in recruitment and attract elites. Years of experience tell me that salary is not the primary consideration for elite talents when looking for employers. We know very well that all elite salespeople, whether seeking the promotion ladder or settling in their original posts, are constantly pursuing opportunities for growth and progress. Undoubtedly, internal promotion is very encouraged, and you can get more development opportunities (such as internships and job exchanges to gain more skills). People know how to get professional development in companies and industries. Wise consultants, continuous training and career planning will help salespeople to further develop. Studying and training abroad is often the reason why our company attracts elites. The salesmen who went abroad with our boss stayed in the company for ten years, not because they had nowhere to go, but because they thought they would get more opportunities in the company. For example, our sales staff are divided into five levels: sales assistant, city manager, regional manager, provincial manager and regional manager, and each level has three grades. Each grade corresponds to a different salary system, and constantly urges sales staff to strive to improve their own quality and performance. For particularly outstanding people, they are given a single responsibility for a project. 3. Friendly Care We constantly improve the working environment and are very concerned about the life problems of many salesmen who are not obvious and have nothing to do with work. Let them feel that they are not alone in the company, and a pair of parents care about them in another sense. By caring about all aspects of sales people's lives, we strive to build a sense of identity in the company. We believe that to achieve the goal of maintaining the loyalty of salespeople, it is not enough to just get paid. This requires a complete set of plans and far-reaching ideas to ensure that the contribution of each salesman is very important. As an individual, every salesperson is extremely valuable. We should pay more attention to their value. Internal promotion The department managers of our company are all selected from the sales staff. The promotion of the position has given everyone an invisible attraction, not as simple as salary. Everyone wants to try to be a leader, so we will give them this opportunity. We attach great importance to providing employees with opportunities for career growth and learning, and regard it as a magic weapon to retain sales staff. What we call elites, that is, capable people, first join a company for opportunities, and they always take personal and professional development into account. They need to have a good understanding of the company's internal culture before they can decide whether they can integrate into it. We must create this attractive corporate culture and make them feel that there is no better choice. 5. Special respect and recognition In any environment, people need to be respected and have a sense of belonging. This is related to the continuous education of salesmen. Through training, let everyone recognize each other's achievements and make them feel that everyone in the company respects themselves and every contribution can be recognized. At the same time, we also let the sales staff fully understand the company's expectations of them, whether their performance is efficient or ineffective compared with expectations, and how to maintain or improve their performance. Performance management and development are considered to be periodic and a gradual process, including goal setting, performance evaluation and continuous feedback. In other words, let them have confidence in improving their performance and constantly strive to do better. 6. Business leaders teach what kind of leaders and teams there are through examples. We are very concerned about the charisma of leaders. Start with the boss himself and set an example. If the boss does something wrong, he will apologize in public and often get together with the salesman to relax after work. The boss's own wise ideas and far-sighted ideas can often infect salesmen to follow. Most people are excited about this and eager to be part of the winning team. In this way, the salesman is very clear about the direction of the company. They know that their work and contribution will promote the progress of the organization, and they are also very clear about how the company can help them achieve their personal and professional goals. 7. Praise the salesman in front of customers. Most companies will relish their good reputation and brand image among customers. But few companies have such a good feeling when considering this problem from the perspective of salesmen. What the company can attract customers may not make the salesman willing to take on more work. We are aware of this, so every time a customer complains about the salesman who has been following up, we will thank them for their comments and tell the customer other highlights of the salesman, so that the customer feels that this is just a misunderstanding, not really how many problems our salesman has. This will give the salesman confidence, and customers will change their views and complain less. We hold a customer meeting at least once a year. At the meeting, we not only commended outstanding customers, but also publicly commended the wonderful work of each salesman, so that they could gain a sense of honor. 8. Elite salespeople are all trained. Many companies think that elite talents are hard to find and stay. In fact, they don't pay attention to the treasure of talents that they already have around them. Elite talents are not found back, but cultivated by the company! Moreover, the elite trained by the company itself is more suitable for the development of the company than the "talents" recruited from outside, because he knows the company better and is more likely to cooperate with the company's work. Successful company management now depends not on how much money and strength there are, but on how many talents there are. The characteristic of a successful company is to train elite salespeople, cooperate with them and let them stay and become a part of the company. We must explore more effective ways to retain sales staff. If you think that the price of replacing a resigned salesman is only the salary payable, then you need to rethink. In fact, the cost of personnel turnover is very expensive, including all kinds of costs related to leaving salesmen and the cost of introducing and adapting to new salesmen. This requires you to train yourself and spend time calculating the actual cost of leaving an elite salesman. Therefore, we suggest trying to keep every salesman who has contributed to the company. They are all elites of the company and the most precious wealth of the company!