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.
Mike has led every function at SBI – Delivery, Sales, Talent, and Technology. Now he is a leader for Account Management, Private Equity Partnership, and long-term business development at SBI.

 

He has personally led over 100 projects for SBI over his decade+ time since its founding in 2006.

 

This starts by earning trust – of clients, of PE firms, of prospects. Mike obtains this by leveraging deep domain expertise, with more than 25 years in sales, competitive intelligence, sales management, marketing enablement, product management, pre-sales and sales operations. Mike relishes the idea of living in the field. So he does.

 

As a founding partner, Mike built out SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Mike built himself many of the solutions now part of the Revenue Growth Methodology. And whatever he touches gets adopted. This is part of his commitment to making it happen in the field.
Read full bio >