How Internet Companies To Retain Sales Talent

In recent year, with the rapid development of IT industry in China, thecompetition of Economic-Technology has gradually turned into the competition fortalents. However, the brain drain, particularly the loss of sales personnel in theInternet companies, has become a focus of domestic enterprises. The sales personnelare the basis for the survival of most Internet companies in China. Without them, it isnot possible to reduce the operating costs in the enterprise. The Blue Sea Company isa large Internet company in China, where I have interned in the human resourcesdepartment for more than1year since2013and deeply realized the severity of salespersonnel loss. According to the statistical report,85salesmen left their jobs during2013in this company. This phenomenon is not limited to Blue Sea. Instead, thestatistical report about the dimission rate of China in2013on the Internet reveals thatthe problems of employee turnover also exist in almost every industry in China.Particularly, the IT industry had a very serious salesman loss, with a dimission rate upto40%and still a rising trend. The outflow of sales personnel undoubtedly maysignificantly affects the company, leading to the decline in company performance andthe cease of client work. Many factors may cause the loss of salesman. The socialfactors include the objective nature of this industry and the subjective recognition thatthe whole society looks down upon the sales job. Besides, the enterprise itself mayalso contribute to the salesman loss. For example, the enterprise does not pay equal orreasonable salaries to the salesmen. The enterprise does not provide systematictraining, hindering the promotion of the employees. The enterprise culture does notshow cohesion or the leaders have a lot of problems in management. All the abovefactors may result in the absence of happiness for employees, who will naturally leavethe job finally. Therefore, we need to develop talent strategy model to find thesolution to these problems. First, the enterprises require effective recruitments. Onlywith appropriate talents, the human resources loss can be prohibited from sources. Inaddition, the new workers need to be trained systematically, which may enable them to be more competent in the work. According to the Maslow Model and theEquity Theory of Mr. Adams, only by satisfying the basic needs for the salesmen, i.e.reasonable and fair payments, can the enterprises keep them. Secondly, according tothe Expectancy Theory of V. H. Vroom, Locke’s Theory of goal setting and Herzberg’sTwo-Factor Theory, the enterprises should help salesmen fulfill career planning. Theemployees would prefer to stay only when the individual and enterprise targets arecombined. Finally, keeping employees by emotions should be based on an excellententerprise culture. In summary, the enterprise should pay attention to every link ofhuman resources in keeping the sales personnel. In this study, we also performedpractical analysis when analyzing the solutions. These solutions were then applied tothe Blue Sea Company and took a good effect. This can be used for reference forkeeping sales personnel in the Internet Companies of China. Besides, many studiesfocused on the talent strategy whereas few paid attention to sales personnel. Withincreasing severity of the problems, it has sort of practical significance to study thesalesmen loss in China. I wish that the managers in domestic companies, after readingthis thesis, can realize the importance of talent strategy and reinforce the constructionof human resources in their companies, in an effort to turn the salesmen into excellenttalents that belong to the companies and have ability to create profits.