So, what can you do about it?

 

Our experience indicates these are some best practices to solve this problem:

 

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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.

 

C  Users Mike Drapeau Desktop Job Execution Tasks

 

Put these best practices into play and it will greatly improve the impact of your on-boarding program.

 

ABOUT THE AUTHOR

Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.

Once the leader of SBI Delivery, Mike is now head of the firm’s internal talent development, so he has had the fortune to help some amazing sales and marketing leaders. He starts by earning their trust. Much of this comes from his deep base of experience. With more than 25 years in sales, sales management, pre-sales and sales operations, he’s never met a challenge he didn’t like. And with backgrounds in sales leadership, marketing, and sales operations, he shuns the idea of being a desk jockey and relishes the idea of living in the field.

 

Mike maintains, develops, and leverages SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Maniacally focused on execution, Mike does not believe in giving clients fancy deliverables with no operational details. He knows that field adoption is key. After all, if behavior doesn’t change, the lift doesn’t come. Likewise, if those closest to the field adopt the solution, the client wins.

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