Sales Growth Specialist
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SGS helped Meyers assess its current sales force and non-selling support staff, and establish a process for assessing candidates. Turnover took a dive, according to Fred. "POS was hiring 10 people to get just one good one. After two years and $200,000 in hard costs, we would fire the ones that weren't working out. We aren't just saving those hard costs; these people were consuming other employees' time. We were no doubt losing good opportunities. Maybe worst of all, we were risking Meyers' reputation." Now that Meyers is relying on a comprehensive objective process for attracting, recruiting, screening, and hiring sales candidates, their sales team is 20 percent, and costs associated with es...
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