The Smart Way to Redeploy Talent in a Changing Market

Growth doesn’t move in a straight line. Some quarters bring record-breaking sales, while others demand cutbacks, territory shifts, or complete reorganizations. For so many small and mid-sized businesses, these moments can create tough decisions about who stays, who moves, and who goes.

SalesFirst Recruiting has seen that the most resilient companies handle market contractions slightly differently. They don’t immediately cut headcount. Instead, they look for ways to repurpose the people they already trust. Redeployment, when done thoughtfully, can save both jobs and momentum. But it requires an understanding what each person is built to do.

Using Personality Science Beyond Hiring

Most organizations are aware they can use personality assessments during hiring. Tools like the Core Values Index (CVI), DISC, or Predictive Index help leaders decide who fits a role before an offer is made. But very few companies revisit those same tools when markets shift or teams need to be restructured.

That’s a missed opportunity. The same data that helps predict performance at the start of employment can also help preserve it when conditions change. A well-run realignment process can uncover strengths that have been sitting idle and move people into roles where they naturally thrive.

Realignment decisions often happen under pressure. Leadership teams try to move fast, reshuffling people based on tenure, likability, or recent results. But the qualities that make someone great in one client-facing role can create frustration in another. A strong hunter who loves prospecting may struggle with the patience required in long-term account management. A careful account manager may feel overwhelmed in a high-volume outbound role.

When companies redeploy based on assumption instead of alignment, performance often drops and morale suffers. SalesFirst data and market studies both show that only about a third of unplanned internal moves succeed long-term. The rest create burnout or turnover within months.

Every Client-Facing Role Has Its Own Blueprint

Within any business, there are many roles that serve the customer. Sales, recruiting, technical sales, onboarding, installation, account management, and client success all rely on human connection. Each of these functions draws on a different core value or motivational pattern.

SalesFirst Recruiting often uses the Core Values Index as one of several tools to visualize those differences. There are many outstanding assessments out there, but we like the CVI because it captures a truth that most leaders already sense intuitively: that every person is driven by a few deeply ingrained motivators.

• A top sales hunter is usually fueled by Builder energy: fast-moving, decisive, and driven by results. These are the professionals who thrive on opening doors and chasing new opportunities.

• An account manager or client success partner tends to lean Merchant. They’re the steady relationship-builders who keep customers loyal through consistency and care.

• In technical sales or solutions roles, success often comes from Innovator and Banker energy: analytical minds who translate complex products into clear client value.

• Recruiters often share traits with both Builders and Merchants. They’re persuasive, curious, and consultative, balancing urgency with empathy.

• And in onboarding or installation teams, you’ll often find the Banker-Merchant mix: organized, dependable professionals who ensure customers experience a seamless transition.

Each role touches the customer in a different way. When companies understand those differences, they can shift people across functions more strategically. The key is to redeploy based on intrinsic motivation rather than current performance alone.

The Framework for Redeployment

1. Assess, Don’t Assume.
Before moving anyone, revisit the assessments already on file or run updated versions. Ask employees what energizes them and where they feel drained. Use data to confirm what you already suspect.

2. Map Roles to Motivators.
Every client-facing position rewards different behaviors. Builders like to create momentum. Merchants like to connect. Bankers bring consistency. Innovators solve problems. Align each role with the energy it requires.

3. Pilot Before You Promote.
When possible, test potential moves before finalizing them. A short project, a shadowing period, or a shared account can reveal whether the transition feels natural. Fit shows up quickly when people are in motion.

4. Redeploy and Reinforce.
Once the move is made, pair new responsibilities with coaching that supports the person’s natural strengths. When people operate in alignment with who they are, confidence and results follow.

Why This Matters Now

Market contractions often create anxiety. Layoffs seem like the obvious response to declining revenue. Yet many companies discover that cutting too deeply in one quarter costs them growth in the next. Rebuilding takes longer and costs more than keeping good people in the right seats.

Redeployment, guided by personality science, offers a better way forward. By reassigning top performers into roles that match their natural wiring, businesses preserve talent and maintain customer relationships. In many cases, they avoid layoffs altogether.

This approach also protects company culture. When employees see leadership investing time to understand who they are, not just what they do, it builds loyalty. It shows that people matter as much as performance.

SalesFirst Recruiting has worked with organizations that used personality assessments to guide realignment after mergers or slow quarters. Those that did saw higher retention, stronger morale, and smoother transitions for customers. IIt’s a practical strategy for protecting both people and revenue.

The Payoff

Personality assessments shouldn’t stop at hiring. They should guide decisions throughout the employee’s journey, especially during times of change. Realignment can be an excellent chance to strengthen the team you already have.

When people work in roles that align with their values and motivations, retention improves naturally. Clients experience greater consistency and stronger relationships. Managers gain clearer visibility into who performs best under pressure and who excels in long-term partnership roles. And companies spend less time rehiring and retraining because they’re building from within.