Special Report

Whether you want to get back on track and see conversions, or get your sales department to the next level, you can use psychology to boost those working in your sales department.

Managers who make do with a poorly structured onboarding process with hopes that their new sales hires are talented enough to make up for their slapdash approach should ask themselves, "If you do not have time to do it right, when will you have time to do it over?"

Whether onboarding a new hire or helping an employee transition to a new role, there should be an intentional effort by the employer and the employee to develop a network of key connections within the company.

With peer mentoring, mentees get help with self-directed learning and establish supportive relationships, while mentors develop leadership skills and are recognized for their hard work and accomplishments.

Tips for better onboarding, including beginning before a new hire's first day and being careful to not squash individuality.

Think onboarding isn't a priority? Think again. As much as 20% of employee turnover happens in the first 45 days. One-third of new hires look for a different job within the first six months. Solid starts are vital to long-term success.

Exit interviews fall at the other end of an employee's tenure, but they can be just as valuable to ensuring a company's long-term success.

From team-based sales to varying prospect conversations based on the data available and the unique customer needs, selling is constantly experiencing significant shifts. Blindly applying a "what worked last year will work this year" approach to compensation is a trap that needs to be avoided.

Many salespeople have the same characteristics that are leading to a rush of people starting their own businesses. In the hunt for top sales talent, companies have to offer something better than current and future employees can create for themselves.