Sales Recruiting:
Sales turnover is costly and disruptive. Every time a rep leaves, you lose not only their pipeline and relationships, but also the time and money invested in hiring and onboarding them. While some turnover is inevitable, high churn is almost always a sign of deeper issues that can be addressed.
Start with realistic expectations
If your quotas, territories, or expectations are disconnected from reality, even strong reps will struggle and become frustrated. Use data from similar roles to set reasonable targets. Involve sales leaders and experienced reps when designing quotas and compensation.
Invest in structured onboarding
A great first 90 days is one of the strongest predictors of long-term retention. Effective onboarding includes:
- Clear 30‑60‑90 day plans
- Product and market training
- CRM and process training
- Shadowing top reps and managers
- Early activity and pipeline goals
The goal is to give new hires the tools and confidence to win quickly.
Provide ongoing coaching, assessment and feedback
Reps stay where they feel they are growing. Managers should:
- Hold regular one-on-ones focused on development, not just numbers
- Listen to calls and provide constructive feedback
- Help reps prioritize deals and activities
- Use SalesSage to track what the rep might not say out loud
Coaching is not a one-time event; it is a continuous practice.
Align compensation with effort and outcomes
If reps feel compensation is unfair, arbitrary, or impossible to achieve, they will either disengage or look elsewhere. Ensure:
- OTE is realistic
- Commission rules are simple and transparent
- Top performers are clearly rewarded
Survey your team periodically to gauge how they feel about pay and recognition.
Create a healthy, performance-focused culture
High pressure doesn’t have to mean toxicity. You can combine accountability with respect by:
- Celebrating wins publicly
- Addressing underperformance quickly and fairly
- Avoiding blame-driven management
Reps who feel respected and supported are more likely to stay through tough quarters.
Listen for early warning signals
Turnover rarely comes out of nowhere. Watch for changes in behavior: drop in activity, disengagement in meetings, missed one-on-ones, or sudden negativity. These are opportunities for intervention, not just performance notes.
Reducing sales turnover is about building an environment where capable people can succeed and feel valued. It is less expensive—and far more effective—than constantly trying to hire your way out of churn.