Talent Management: Successful Onboarding for Sales

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The Situation• $4B Business Services firm faces:– Turnover issues in sales and sales

management– Long ramp times for new sales people

• VP Marketing wants:– Complete Talent Management Program– Onboarding process that minimizes ramp

time and eventual turnover

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What Did Not Work• Internal projects to produce help sheets• New recruits presentation• Relying on sales managers to train their

sales people

4

What Did Work• Installed Top Grading Talent

Management Program• Talent Definition• Talent Acquisition• Talent Selection• Talent Evaluation• Talent Development

• Trained HR and Sales Management on the program

• Conducted adoption and reinforcement audits

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Discovery Findings1. Turnover in the sales force lags benchmarks

2. Current onboarding program lacks a framework and means to apply it among Sales managers

3. No assigned sales person peer to help early on

4. No ongoing coaching of sales rep

5. Sales reps are expected to “hit the ground running” which is against best practice and leads to burnout

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Cost of a Mis-hirePoor hiring and on-boarding costs the organization millions each year.

Assumptions AmountHiring Costs 12,000$ Compensation 75,000$ Maintenance 7,000$ Severance 12,500$ Opportunity Costs 250,000$ Disruption Costs 100,000$ Total 456,500$

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Topgrading Talent Management

Human Resources

Hiring Manager

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Onboarding Best Practices• New hires should know WHY they have

need to learn / master CONTENT• Early activities help instill context

better than lots of early content• Onboarding connects a new hire’s

role to the business strategy • FastStart running mates, managers,

stakeholders are all prepared for their role• Shadowing tasks give context and content as well as

force new hire interpersonal integration• Key to success is manager accountability

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Onboarding Framework• Onboarding Activities (i.e. Doing)

– Ensures new hire is performing correct activities at desired rates– Provides an experiential foundation

• Learning Requirements (i.e. Knowing)– Provides a knowledge foundation– Different sections – each with multiple subjects– Uses collegiate concept to divide the content

• 101 accomplished during first 6-10 weeks• 201 over next 11-16 weeks• 301 at 17 weeks +

• Result– Learning Requirements and Onboarding activities are integrated– Together they enable achievement of full sales productivity within

required ramp time

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Onboarding Activities

MGR Involved?

Onboarding Activities – Sales Rep Week Month

DateCompleted

  11-

Jul-

11

18-

Jul-

11

25-

Jul-

11

1-Aug-11

8-Aug-11

15-Aug-11

Aug-2011

Sep-

2011

Oct-2011

Nov-

2011

Dec-2011

Jan-2012

Name: 

Start Date:7/25/2011

Activity -2 -1 1 2 3 4 2 3 4 5 6 7

x MGR ensures HR required documents are completed (forms, background check, tests) 1 1                      

x MGR ensures all Admin required items are completed (badge, business cards, etc.) 1 1                      

x

MGR ensures all IS/IT items are ordered and in proper working order (phone, computer/tablet, system access, etc.)

1 1                      

x MGR to assign a fellow Rep as a FastStart running mate   1                      

  Attend Corporate Orientation in your home center     16                    

  Rep Role Overview Training     1                    

  Center Specific Training     1                    

  Admissions Training     4                    

  Central Admissions Training     2                    

  Admissions & Referral Systems Training     2                    

  Corporate Admin (travel & expense) Systems     1                    

  Resources & Tools Training     1     2              

  Meetings Training     1                    

 

Rep to Tour Home center to meet the players, gather collateral and obtain firsthand knowledge

    4                    

  Rep to attend the MGR daily morning huddle call     3 5 5 5 22 22 22 22 22 22  

x Rep to hold weekly checkpoint call with MGR for onboarding and sales update     1 1 1 1 4 4 4 4 4 4  

  Rep meets with FastStart running mate for Onboarding check point     1 1 1 1 1 1 1 1 1 1  

 Rep spends day with the Sales Engineer in priority sites     4 8                  

 

Rep to spend day with the SE to gain understanding on admissions process and best practices

      8                  

 Rep shadows with an 'A' player Rep to view normal daily field activity       8 16 12 4            

x

Rep to tour other centers in the service area, as determined by the MGR, to meet the players, gather collateral and obtain firsthand knowledge

      8 4 4 2            

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New Hires self-report progress

Mgr can modify as needed

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Onboarding Activities

MGR Involved?

Onboarding Activities – Sales Rep Week Month

DateCompleted

  11-

Jul-

11

18-

Jul-

11

25-

Jul-

11

1-Aug-11

8-Aug-11

15-Aug-11

Aug-2011

Sep-

2011

Oct-2011

Nov-

2011

Dec-2011

Jan-2012

Name: 

Start Date:7/25/2011

Activity -2 -1 1 2 3 4 2 3 4 5 6 7

x MGR ensures HR required documents are completed (forms, background check, tests) 1 1                      

x MGR ensures all Admin required items are completed (badge, business cards, etc.) 1 1                      

x

MGR ensures all IS/IT items are ordered and in proper working order (phone, computer/tablet, system access, etc.)

1 1                      

x MGR to assign a fellow Rep as a FastStart running mate   1                      

  Attend Corporate Orientation in your home center     16                    

  Rep Role Overview Training     1                    

  Center Specific Training     1                    

  Admissions Training     4                    

  Central Admissions Training     2                    

  Admissions & Referral Systems Training     2                    

  Corporate Admin (travel & expense) Systems     1                    

  Resources & Tools Training     1     2              

  Meetings Training     1                    

 

Rep to Tour Home center to meet the players, gather collateral and obtain firsthand knowledge

    4                    

  Rep to attend the MGR daily morning huddle call     3 5 5 5 22 22 22 22 22 22  

x Rep to hold weekly checkpoint call with MGR for onboarding and sales update     1 1 1 1 4 4 4 4 4 4  

  Rep meets with FastStart running mate for Onboarding check point     1 1 1 1 1 1 1 1 1 1  

 Rep spends day with the Sales Engineer in priority sites     4 8                  

 

Rep to spend day with the SE to gain understanding on admissions process and best practices

      8                  

 Rep shadows with an 'A' player Rep to view normal daily field activity       8 16 12 4            

x

Rep to tour other centers in the service area, as determined by the MGR, to meet the players, gather collateral and obtain firsthand knowledge

      8 4 4 2            

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The “Week” columns can be used as a checklist to know when a Rep should have completed training. The Subjects of each course (see previous slide) describe what was learned so that coaching activities can reinforce the learning at the right time.

After a Rep completes a level of training, the Mgr should focus on knowledge that the Rep has just learned. For example, in Week 2, the Rep has already completed the Admissions training, so the Mgr will look to see that the Rep understands the process.

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Learning Management System

• LMS has a variety of educational content• LMS delivers training through a variety of methods (e.g.

ILT, Distance Learning, Self-study) • LMS can be used to record what training has been

completed

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The ResultMetric Before AfterTurnover 32% 8%Ramp time to productivity

180 days 65 days

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Learn More

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Email - info@salesbenchmarkindex.com

Phone - 1-888-556-7338

Web: http://www.salesbenchmarkindex.com/