When success depends upon a new strategy, there is always risk. When the implementation of that strategy depends upon an all new sales staff, the risk is multiplied. Such was the case when Carr’s insurance client launched a new product line.

Leadership had done its job by outlining the requirements for the new sales staff and had worked with Carr to develop the selection criteria.

Training was effective and the strategy worked. Sales were above expectations. But the problem surfaced in attrition. The loss of sales staff was exceeding manageable limits and was dramatically affecting overall profitability.

SOLUTION
Carr's first step was to examine the selection criteria of the entire salesforce. As well, it compared those that had left against those that stayed. Finally, sales efficacy data was analyzed.

From this study came some surprising results. Nine factors were seen to be predictive of leaving. When any four of these factors were present in a candidate the following resulted:

• 33% of “leavers” would have been identified
• Only 2% of stayers would have falsely been identified as “leavers.”

CONCLUSION
Carr reexamined the selection criteria and instruments and found that there was nothing that would indicate that attrition would be such a problem. However, while the assessment tools were not flawed, the analysis of the data, especially of those employees who would classify as a “leaver” was. This realization led to the development of a more stringent interview model and a pre-employment alert identifying those candidates with a high likelyhood to leave.

Final result, attrition dropped by over one-third. Now, new products can launch with confidence that they will be supported by a stellar – and profitable – sales force.