Workforce Analytics as a Sales Tool? Here’s How

For example, consider that many companies organize their sales force by geography, which seems perfectly logical and is quite common. However, for one of our clients, when we analyzed the way its sales force actually works—the people sales representatives interact with and the networks they belong to, both formal and informal—we found that much of this interaction was not oriented around their geography. Instead, they interacted more with people who sold the same product or served the same type of industry, no matter where in the world they might be located.

We are using this information to help the client develop a structure more consistent with and supportive of the way work is actually done. In this case, a more matrixed structure, built around certain products or types of customers, would likely better serve the needs of the sales force and the broader organization.

Because an organization’s networks are largely people-built and people-driven, HR is perhaps the most effective/most significant equipped function to help harness them to work in the organization’s interest. This type of network analysis may be something of a “brave new world” for HR, but it is right in line with HR’s mandate to become a more strategic member of the organization—one that supports and enables the overall business strategy.