I attended a session earlier this week on “selling” when you’re presenting and it reminded me of an instance when I got my first role in workforce management. Someone told me “everyone is in sales, one way or another.” I didn’t quite get it at first but over time I realized that it was the truth.
Even if you are not involved directly with sales in your organization, if you are a workforce manager, you are a sales person too! The big difference is that you sell concepts and processes instead of products. In many ways, that can be an even greater challenge. With products, you have a tangible thing to show. This is what “it” can do for you or this is how “it” works. With concepts, it’s a little more difficult.
One of the best ways to sell a concept or process is to tie a measurable result to it. In the case of WFM, that can be any combination of things including:
- Improved Service Levels
- Improved Service Level consistency
- Reduced overall expense related to staffing
- Employee Engagement/Satisfaction
Once you tie a measurable metric to the overall workforce management program, it becomes a bit easier to “sell.” In many of my previous roles, I implemented both new WFM programs and changes to existing ones using a wide variety of measures like these. The specific measure was based on culture and goals of the organization but it always made the process easier.
I’d love to hear from some of you. What creative measures have you used as part of “selling” workforce management?
Troy Plott (Workforce Management “Sales” Guy)