Likely, your sales department is falling short in at least one of two sales rep onboarding areas: either uptake or ongoing education. Perhaps it takes new reps months of ramp-up to sell accurately. That’s bad onboarding. Or, perhaps you invest heavily on rep education on the front end, then stop. That resulting lazy rep mentality also points to an onboarding problem.
If you cannot identify with either of these scenarios, maybe you have noticed: quick employee turnover, new reps who don’t fit in, new reps who can’t close, or reps that don’t improve over time. That’s onboarding gone wrong. Don’t fret. Tear down and rebuild your process with a new understanding of the who, what, when, where and why of onboarding today.
What is onboarding
The process of onboarding ushers a new hire from outsider to insider status on the sales team. That includes social integration, product knowledge, sales cycle knowledge, building familiarity, office comfort, and so on. If you struggle to see new hires get social footing or watch them quit quickly over spilled milk, reconsider how to address the bigger “what” of your onboarding process.
When does onboarding happen?
Onboarding occurs from the moment a new hire submits an application until the moment they leave the position. Assimilation is an ongoing process, as your sales cycle, product lineup, goals and group ideals are changing. When onboarding is quick and over after two weeks, the excitement of a new hire wears off and so does progress. Reps stay engaged when basics are reinforced and new tactics are introduced over time, such as a sales enablement platform. If you deal with a lackluster team of senior sales reps, rethink your “when.”
Who is responsible for onboarding?
Sales trainers, managers or team leaders are responsible for the successes and failures of a new rep. And, because of the direct responsibility, they traditionally fill the role as sole teacher. It’s wiser to have onboarding mentors who hold the same position as the new hire. They can better understand, empathize and communicate real team tribal knowledge to reps. Top performers should have a heavy participation in the process, even though they won’t be held ultimately responsible. If one higher-up mentor carries new reps through onboarding, rethink the “who.”
Where does onboarding happen?
Today, onboarding exercises and supporting material should be available wherever reps are and on whatever devices they use. Training materials must be available on the desktop in their office when they’re hired, and on their smartphone when they’re working remotely ten years later. To reach reps wherever they are, remote technology is a must. Use video, interactive presentations, social media and internal sharing tools to start conversations, keep messaging fresh, and encourage remote, self-guided learning. If hires are struggling to learn from your teaching style, rethink where your onboarding happens.
Why should you onboard?
At first, sales goals seem like a pipe dream for new hires. Onboarding of today requires a holistic approach that addresses social, intellectual and emotional needs for new reps and seasoned vets. When your sales onboarding is working, reps stay with a company longer, work harder, and carry a better attitude. They learn to meet and exceed sales goals. Always remember why you onboard.
Sales enablement platforms can fill the gaps in your onboarding process.
