The four Rs of talent management

- [Narrator] Blink number six. Follow the four Rs of talent management. To further facilitate a healthy sales culture, managers must pay strict attention to Mike Weinberg's four R's of successful talent management. The first is to put the right people in the right roles. Great talent is scarce these days, as true sales hunters only make up 10 to 20% of sales teams. A hunter is someone who is always ready to close new deals and explore new avenues for sales. With so few available, a good sales manager will ensure that their hunters are placed in areas where they can garner the most sales. The second R is to retain top producers. If you don't reward your top sellers, you shouldn't be surprised if they leave. Many managers will give too much attention to their struggling sellers and fail to retain the ones bringing in the big sales. Don't make this mistake. Instead, recognize good work and provide your super sellers with more support. Ask them about the barriers that stand in the way to even greater success and find ways to break through those barriers. You can also be creative with the rewards, and offer things like a spot on the next exclusive company retreat. The third R is to remediate or replace underperformers. Don't let chronic poor performance slide, even if the person in question is a hard worker or a team player. Being lenient isn't going to improve results. Remember, ignoring bad work hurts everyone. The first stage of remediation as an informal warning that clearly identifies the problem. Then a plan is agreed upon to improve performance through cooperation and coaching. Expectations must always be clearly communicated. For instance, tell the underperforming employee that you'll be setting up eight meetings with new prospects in 30 days, and if improvements aren't made and expectations fail to be met, the formal process of termination and replacement will begin. Finally, there's the recruitment process. This can be improved by asking two simple yet powerful questions during an interview. Can you provide the details of your last two successful deals? If you're dealing with a quality candidate, she'll see this as a perfect opportunity to provide examples of her skills. The wrong candidate will panic. The second question is, imagine you're left unsupervised for 90 days. What would you accomplish in this time? Good candidates will provide an impressive plan, while bad ones will usually look stunned or give a thoughtless answer.