Accommodating Generations

The field sales force must serve as the eyes and ears of the company.

Another strategic decision regarding human capital management is the degree of decentralization, autonomy, and accountability a company will foster.  If these factors are to be a point of differentiation for the business (for example, empowering branch managers with broad decision-making power about pricing, promotions, and assortment), then company recruitment, development, and retention plans must align with such expectations and strategies.

They must also align with the expectations of a new generation of employees, who increasingly expect high levels of autonomy, opportunities for rapid advancement, and training.  Another generational issue affecting the industry and many customers is that of retirement and succession planning.   As the baby boomer generation reaches retirement age, ensuring adequate succession planning also becomes a very real challenge.   As one CEO remarked: "The field sales force must serve as the eyes and ears of the company...knowing their territory and 'who is doing what," including what the likely succession plans are, assessing which dealers are up-and-comers, and which ones will shortly be 'turning out the lights."

ACTION POINT:  Recruit and develop talent for the next generation.