Those of us who work in B2B marketing and sales know very well the importance of defining in as much detail as possible who our target account and ideal potential buyer are and how they behave, so that when it comes to impacting them we can optimize our budget.
We would be doing a disservice to our business objectives if, with our account-based marketing actions, we reached those who will never become opportunities or clients.
That's why, for years, every solid growth strategy has been based on the definition of the Ideal Customer Profile (ICP) . This includes the characteristics that an account must have to be considered an approachable opportunity given a specific value proposition: the account's offer, positioning and ability to build value with that proposition.
Although each business is different, the ICP is built taking into account some common elements such as the following:
The behavior and characteristics of those who might consider purchasing the product or service we sell.
Their ability to make decisions or influence the purchasing process.
The pain points of buyers and how the product or service solves their needs.
The business challenges facing that account.
Your competitive position.
The buyer's life cycle and their changing needs throughout it.
Well, what if we apply this same methodology to talent vp facility managers email lists acquisition in organizations? We must not forget that talent, like the B2B client, is an asset that gives meaning to organizations. This is especially true in service companies where employees are responsible for delivery and building the customer experience . Therefore, I think it is worth asking who the ideal employee is and what they are like, in order to optimize the talent management strategy, attracting and retaining the people who will contribute more and for longer.
Why is defining your ideal employee important for your business?
Essentially, it will be more profitable for you, both financially and emotionally. Let me explain.
If anyone doubted the VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, the coronavirus has come to shake us up and force us to transform as companies and people to adapt to the new situation.
In the midst of demographic and geopolitical changes (Asia's greater weight compared to the United States and Europe), technological changes (digitalisation, robotisation, AI) and changes in the labour market (due to the role of technology as a transformative element in business), we also have to face an unprecedented health crisis. How will your company overcome so many challenges?
Focusing on your accounts, your buyers, your products and services, and allowing innovation to be the transformative axis of your value proposition. Focusing on those markets, industries and accounts for which your value proposition solves business needs and challenges.
Expanding your ecosystem to work with partners and collaborators to build greater perceived value.
Having a new model of liquid and flexible organization.
Applying agile methodologies to be faster in business processes.
If you're doing all of this, congratulations! It seems like you're following the best business recipes.
But I have a question for you: are you attracting the talent necessary to make this strategy of adaptation and growth possible? Remember that changes require the drive of people. And to make it sustainable and profitable, you need them to meet your Ideal Employee Profile (IEP).
An ideal employee is more profitable because:
It is easier to integrate into the company, since it shares the purpose and culture.
He produces more because he is committed. He is connected to and experiences the business project as his own: he participates, contributes ideas, seeks improvements, takes the initiative, etc. He does not consider work to be just a means to pay the bills, but rather a source of fulfilment that contributes to an ultimate goal (business purpose) that makes sense to him.
You retain them because you perceive that there is a balance between what they give to the company and what they receive from it. According to a recent study by PageGroup Spain , out of every 100 people hired, 13 fail or leave during the probationary period and 1 in 3 new employees leaves before a year. The main reason for this is the gap between the real demands of the job and the skills (technical and interpersonal) that are needed from employees to be successful in the present and in the future. People turnover is an economic cost for the organization (search, selection, on-boarding, team building, etc.) and delays in achieving results.
