Defining the Need for Sales Talent

One of the largest human resources consulting firms needed more rainmakers. Its workforce of actuaries and other specialists was not generating enough sales talent to grow the firm. The head of human resources for the firm knew she would have to create more talent by recruiting or training, but was unsure of what kinds of people to hire and how to train them. Harding & Company profiled the firm’s top rainmakers to identify characteristics to look for in new hires and skills to train for.

Reducing Reliance on Too Few Rainmakers

A small and rapidly growing actuarial firm had relied on the sales abilities of its founders for all new business. This strategy posed two risks: there were limits to the amount of business the founders could generate, even with their superior sales abilities, and the concentration of business development in too few people posed a risk to the firm, if something should happen to one of them. Harding & Company was brought in to help a small cadre of actuaries develop their sales skills. One of the people we worked with was soon building a new office for the firm. Several others greatly increased their sales.