Accelerate On Boarding and Time to Effectiveness

Effective sales onboarding is a major focus for organizations as they are hiring at a pace not seen in years, the weaknesses of their existing onboarding processes are being revealed.

A recent study from SiriusDecisions revealed that 37% of companies had no formal onboarding process. In an effort to “accelerate time to productivity”, many companies simply send their new reps out unprepared, expecting them to learn on the job. Essentially forcing their customers to onboard their salespeople (which is unfair to both the rep and the customer). Other typical issues include:

  • Many companies hire “experienced” reps assuming they are competent – with no formal process to assess and verify.
  • Very few companies have identified and mapped those competencies they expect to be mastered during the onboarding process.
  • If there is an onboarding process, it consists of a week of PowerPoint presentations focused on products, with little or no real certification.
  • First-line sales managers (FLSMs) are not prepared for their vital roles as coach and trainer during the onboarding process – and beyond.
  • The time to effectiveness is too long for organizations, often looking at over 6 months before people are able to achieve monthly targets.
  • There is no re-boarding process to ensure that existing people are working in the same ways as new starters, reducing the likelihood of confusion and re-enforcement of old behaviors

STR can help organizations deliver effective address these and other issues with a suite of offerings and services focused on improving onboarding.

STR takes the following steps to help organizations deliver effective onboarding and prebording programs.

  1. Every program starts with a discovery phase to ensure that what we deliver will enable our clients achieve their specific strategic objectives
  2. Assessment to identify knowledge & skills gaps.- This allows you to tailor onboarding to the specific needs of the new starters
    • Skills Assessment to understand the skill level – this could be done as part of the interview, but will need to be completed as part of the re-boarding
    • Knowledge Tests are used to identify specific knowledge gaps, these tests allow onboarders to either prove they have the appropriate knowledge at the start (test out) or do the learning and then pass the test
  3. Build a dedicated onboarding program which the learners must go through step by step
    • Learning can be made up of the STR skills library, existing content the organization has invested in, or new content which has been identified during the discovery stage as being required.