Many employers are grappling with the “Great Resignation”, the pandemic-induced labour market trend in Europe, North America and elsewhere that has seen large numbers of employees quit their jobs. Mass lay-offs and working-from-home mandates during the Covid-19 lockdowns prompted people to re-assess their careers, work-life balance, pay and working conditions. The resulting war on talent is further fuelling workforce churn, making it harder for business to retain and develop their best people. 

Yet there are reasons for employers to remain optimistic. Not all job leavers have moved out of the full-time workforce. Many have simply found alternative employment somewhere else. The opportunity for employers to effectively manage their human capital is two-fold: to motivate current staff to stay, and to encourage new staff to join. This means more comprehensive remuneration, better employee experience, career progression and training. 

This is especially important for sales teams. Investing in continuous professional development and effective learning is just as important for organisations seeking to deliver sustainable business performance. By equipping their salespeople with individually tailored coaching and learning programmes and necessary tools, successful businesses are able to continuously develop the workforce and maximise sales effectiveness, critical in today's complex digital selling world. 

This webinar, hosted in partnership with Seismic, will discuss the challenges and opportunities presented by the Great Resignation, with a focus on training and coaching successful sales teams. 

• The Great Resignation. What challenges and opportunities does this post-pandemic trend present for companies? What are the best ways to retain valued workers and recruit new talent?

• Onboarding sales reps. Introducing recruits to the culture, products and services of the company and offering them effective support to build successful and rewarding careers.

• Sales training. How can continuing professional development (CPD) be made more engaging and effective? When there is a war for talent, how can structured, state-of-the-art sales training provide employers with a competitive advantage? How important are sales enablement strategies?

• Management’s role. Research shows that many managers do not have enough time to spend on coaching their sales force. How can this failing be addressed? Can digital tools help?

• Measuring results. How do employers quantify the success of sales training and coaching, measured by key indicators such as revenue growth, staff retention, recruitment and return on investment? What does the sales rep of the future look like?

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