Setting Up New Salesperson For SUCCESS

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You've gone through the painstaking process of hiring a New Salesperson....how are you going to set them up for SUCCESS? Checkout my presentation for details!

You've gone through the painstaking process of hiring a New Salesperson....how are you going to set them up for SUCCESS? Checkout my presentation for details!

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  • 1. The initial onboarding/training period is a critical time for the sales new hire. The learning curve is steep with an expansive amount of knowledge to acquire and understand – about your company its culture, products, customers, markets, competitors, and industry.
  • 2. Mission “To assist in the development of quality and diverse sales professionals who will enable our Company X sales teams to achieve our business objectives”
  • 3. Goal To provide a sound process that will ensure quality development of our new sales personnel that meet our company’s business objectives by the following: Ensure a positive experience for the new employee Deliver continuity and consistency in the onboarding/training experience for more predictable success Accelerate the new hire’s time to positive impact on business results Develop shared ownership for success between Sales Management, the New Hire, HR and the Sales Training Department
  • 4. Process Guidelines The guidelines are meant to provide a structure to set the New Sales Hire up for success by: Crafting a balance of individual work and support, where the New Sales Hire takes ownership of their learning, while being guided by the Onboarding/Field Training Manager and Sales Management Providing a blend of learning opportunities that include self-study, fieldbased customer interactions, and home office classroom application Ensuring frequent contact and constant communication, including a comprehensive progress report and a formal readiness review by Sales Management
  • 5. Expectations The New Representative will build knowledge and skills through a training continuum that utilizes a blended approach incorporating home-study and field experiences. The training process includes: Orientation sessions conducted by Sales Management that establish expectations for success Structured self-study that includes on-line engagement modules, review sessions with On-boarding/Training Manager, and assessments On-boarding/Field Training resources designed to ensure a consistent on-boarding/training experience that is aligned to the current corporate sales direction • The Field Training Manager will have regular contact with the New Sales Hire during self-study to reinforce understanding of the training content • Pre-Home Office Training and Post-Home Office Training field sessions will support the transfer of knowledge from the classroom to execution in the field
  • 6. The Role of Assessments Assessments are used to ensure that all on-boarding/learning objectives have been successfully met by the New Sales Hires. This is important so that the New Sales Hire can progress through a continuum of learning & development. Assessments provide important information to the New Hire , on-boarding/Field Training Manager, Sales Management, and the Training Department about the New Sales Hire’s preparedness and proficiency with acquired knowledge. Assessments provide an opportunity to track progress and potentially highlight the need to adjust the implementation plan.
  • 7. What Is My Role?
  • 8. Partnership….Critical!  While the responsibility for the orientation and training of the New Sales Hire lies with Sales Management, there are others that play an important role supporting the success of the New Sales Hire (e.g. HR, Marketing, Business Analytics, Sales Operations, Finance etc)  The On-boarding/Field Training Manager, The Sales Training Department, and Sales Management are just as accountable for the performance of the New Sales Hire.  Clearly defined roles and responsibilities are critical to success, as is constant communication between everyone involved.
  • 9. Sales Management  Sales Management has the overall responsibility for the effectiveness of the New Sales Hire Training Process within his/her sales-force  Understanding that the early on-boarding/training process will directly impact the speed to sales performance, the sales management ensures the execution of the on-boarding process and monitors it’s effectiveness as it aligns with corporate sales objective  Sales Management has the responsibility to ensure that each new sales hire within the sales-force has equal opportunity to succeed early on in the on-boarding/training process  Sales Management has to qualify the On-boarding/Field Training Manager to verify the competency of the On-boarding/Field Training Manager
  • 10. On-boarding/Field Training Manager  The On-boarding/Field Training Manager serves as the primary trainer, mentor, and coach to the New Sales Hire, reinforcing product knowledge through one-on-one training and review sessions  The On-boarding/Field Training Manager demonstrates best practices and models application of skills  The On-boarding/Field Training supports and directs the New Sales Hire throughout the New Sales Hire on-boarding/training process by: • • • • • • Following the process and utilizing the training tools located in the “New Sales Hire Playbook”. Establishing and maintaining a high level of communication with the New Sales Hire and the New Sales Hire’s Sales Management throughout the process. Conducting frequent review sessions (in person or by phone) with the New Sales Hire during the selfstudy periods to ensure that he/she is on track preparing for Home Office Training. Providing ongoing coaching and feedback to the New Sales Hire during the training process. Completing a weekly report for the Sales Management on the New Sales Representative’s progress. Coordinating and implementing pre- and post-Home Office Training field training sessions.  In addition, the on-boarding/Field Trainer must maintain their own skill level to effectively train/coach throughout the New Hire training process
  • 11. On-boarding/Field Training Manager Criteria  Proven Track Record of Success  Consistent sales results over time  Demonstrate and model successful sales representative competencies: product knowledge, selling skills, territory management, and leadership  Demonstrated leadership within the sales organization
  • 12. New Sales Hire Accountability  The New Hire is accountable for his/her success • He/She should communicate with Sales Management and On-boarding/Field Training Manager as needed to ensure a complete understanding of the on-boarding/training process and the objectives at each phase.  The New Hire should focus on learning the product information and successfully completing the required assessments • The Field Training Manager will make frequent contact, and the New Sales Hire will be asked to verbalize their understanding during review sessions.  In addition, the New Sales Representative will have the opportunity to spend time in the field with the On-boarding/Field Training Manager • This important training time should be used to apply self-study lessons learned to real-world scenarios.  The New Hire is also required to successfully complete all Sales Training courses while maintaining a high level of professionalism • It is his/her responsibility to take advantage of all of the available training resources and make a commitment to excellence.
  • 13. Sales Training Department  The Sales Training Department partners with Sales Management, and HR to develop a New Sales Hire training process that is efficient and effective. The department will dedicate resources to this process and have in place monitored metrics with feedback on a continual basis for the purpose of ongoing improvement.  The Sales Training Department develops training content and training tools to support the New Sales Hire Training Process. The training is updated regularly and approved by legal/compliance.  The Sales Training Department conducts Home Office Training. Training Managers utilize progress reports supplied by training to enhance the training experience for the New Sales Hire and, in turn, provide feedback to Sales Management to support subsequent field training.
  • 14. Finish Line The success of the On-boarding/New Sales Hire process will be judged by your ability to INSPIRE and DEVELOP the New Sales Hire so that they are prepared and confident to have a positive impact within his/her territory. Success will also be measured by the commitment from all parties involved in the Onboarding/New Sales Hire process, those parties include: The Onboarding/Field Training Manager, Sales Management, HR, and the Sales Training Department.
  • 15. If you’re interested in having us help you build your Global Sales Training Department infrastructure that includes the Onboarding/New Sales Hire process, you can contact me directly at: Andre’ Harrell President/CEO (AH2 & Beyond Consulting, LLC) http://www.ah2andbeyond.com/ andre.harrell@ah2andbeyond.com (267)221-8529 Blog: http://thesalesprofessionalnetwork.blogspot.com/