It’s an age-old question, of course. But these days, it’s arguably more important than ever, as organizations in many industries and different parts of the world face critical talent shortages that could impede their plans for growth.
During a time of worker scarcity, a better understanding of basic human needs and of the methods that can sustain high levels of motivation among a company’s sales staff is important for two reasons. First, organiza- tions need to motivate and engage their best workers to increase the chances those workers will stick around. Second, when a large per- centage of a workforce is nearing retirement or being lured to different jobs, companies
want to motivate those who remain to perform at the highest productivity levels possible. In both cases, it’s a big challenge. (For a related article, see “Talent: Leveraging your most important competitive asset,” Outlook, September 2007.)
Based on Accenture research and on our client experience around the globe, we believe that when it comes to successful motivational approaches and incentive com- pen-sation strategies, sales executives must “go back to go forward.” That is, they must rediscover some of the basic and deeper truths about what factors—besides financial compensation—motivate their sales profes- sionals, and then use those insights to design
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