If you have been sourcing salespeople recently, you have probably noticed some short tenures among the Gen Y candidates. We are sourcing for an intermediate-level sales position that has garnered a noticeable response from Gen Y (or young Gen X) candidates. The remarkable trend is that many of the candidates have 2-4 years in each position before they move on to the next opportunity. Many of our Baby Boomer managers are questioning that “job-hopping” history.
This concern is valid but it is also systemic in the younger generations. They are looking to move up in their career and loyalty to one employer is far less frequent than just 20 years ago.
The strength in this job-hopping approach is that these salespeople have had to adapt to different cultures, approaches and managers. There are many less-than-spectacular sales positions out there. Oftentimes, young salespeople have to do their time in those roles before moving up to a more challenging position. If the candidate has the skills and talent we are looking for, we move them through our process.
The underlying issue in this youthful approach is retention. The strong salespeople will still be looking to expand their abilities and grow into greater responsibilities while maintaining their desired work/life balance. The modern-day manager has to juggle these variables while meeting department goals.
The days of task-focused management are gone. The new generation will require managers who are adept at handling a wide range of personalities while adroitly rewarding these salespeople beyond a simple paycheck. The perks of telecommuting, horizontal org structures, vacation time, onsite gyms, etc. will all become an integral piece to top performer retention.