So, what can you do about it?
Our experience indicates these are some best practices to solve this problem:
- Define your expected ramp time to full sales productivity so that everyone (new hire, boss, HR, etc..) knows how long the rep should take before being able to generate a full quarterly quota contribution.
- Align compensation to the ramp time period so that you are paying the new hire rep for the activities you expect and that they are able to perform.
- Ensure your on-boarding training content is staggered in a 101/201/301 type of format so that you do not force new hires to drink from a fire hose of information that they will be unable to retain.
- Integrate specific on-the-job job tasking with training content. See the chart below which shows a sample Job Execution checklist for a new hire sales rep on a six (6) month ramp schedule.
- Ensure sales managers are monitoring performance of the rep against these job execution responsibilities so that the organization does not have to wait until 9-12 months after a person’s start date to realize if they have made a mis-hire.
Put these best practices into play and it will greatly improve the impact of your on-boarding program.