MY CIPP
Spotlight on...
TheCIPPsales team
Luke Butters, Carla Lilley, Anna Oldfield, Caitlin Butler, Hayley Dugmore and Joseph Tongue
Please describe the sales team for us – who are they, what do they do and what are their backgrounds? Luke Butters is the sales executive and is responsible for the sales performance across all areas of the CIPP, along with day-to-day management of the account leads. Carla Lilley, the senior account lead, is responsible for training the account leads and managing her primary accounts. Anna Oldfield, Caitlin Butler and Hayley Dugmore are the account leads. They’re responsible for dealing with training and qualification queries and creating a supportive relationship with their primary accounts through training support. Joseph Tongue, membership service representative, is responsible for supporting our members with updates on the membership service and renewals, and returning members to the CIPP. What are the priorities of your roles? Howdo they fit together? The sales team can only function with all members working closely together. The account leads support each other with workloads and customer relations, but they also work with all departments at the CIPP, so our customers receive the best products possible. The account
leads’ goals are to provide our customers with the correct courses and information, so organisations get proper support and develop their payroll departments. What skills does a sales team member need? In many organisations, sales teams are found working in a constant hard-hitting sales environment. This is not the case at the CIPP, as it comes down to the quality of sales and placing customers on the correct course for their careers or their organisation. This means the account leads need to have sound knowledge of our products and pass this on to the customer, so they have confidence the team has directed them to the correct course. The account leads also need to be adaptable and actively listen to their primary accounts, to provide the best service possible. You also need to have resilience as regularly being told no can be challenging. This, and listening to Luke’s terrible jokes, which can make the day feel longer. What do you think you and your teamcan bring to the future strategy of the CIPP? As front-line staff, we hear all our customers’ opinions and thoughts on the payroll industry and its growth over the last few years. We
can make sure this feedback is passed on to the relevant departments to ensure we move with the times, and provide the best products and services. A recent development focuses on understanding that payroll professionals need as much support as possible. With our voice, we can explain the benefit of the CIPP and how we can support everyone working in the payroll, pensions and reward industry. Every day, you’re speaking to customers about what the CIPP offers – howdo you lead them in the right direction? The sales team are there to provide a service to our customers. This is done by having meaningful conversations with them to discover what the best option for them and their department is to learn and feel supported by the CIPP. We also have regular discussions with our primary accounts to get a feel for what payroll departments are dealing with on a day-to-day basis, so the CIPP can supply proper support to those in the profession. Before starting with the CIPP, the account leads wouldn’t have thought payroll was an industry that needed help. From our experiences, we all know now how much support and development is needed for all payroll professionals. n
| Professional in Payroll, Pensions and Reward | April 2022 | Issue 79 8
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