You’ve made a great sales hire, now what?

Now the real work begins. The on-boarding process you choose to use will either set them up to succeed or fail. Even the best sellers can’t possibly know everything they need to as they enter a new role.

The first month is the most critical and day one sets the tone. Here are three things you can incorporate into the first 4 weeks that will jumpstart a successful transition from new to productive.

Day one: Provide them with a packet of pertinent information

Arm them with a ‘one stop source’ filled with key terms for your business, industry, market; your company’s capabilities, key differentiators and value proposition; frequently asked questions and your preferred responses; a list of your key competitors and their key differentiators; definitions of the roles other departments play and whom the seller should contact when and for what reasons.

Schedule ‘in the field’ assignments

‘In the field’ refers to any interaction with someone that takes the seller out of their personal workspace. This includes riding along on appointments with other sellers; spending time with other departments to understand how sales impacts their area; seeing firsthand how your products are made, start to finish, so they fully appreciate quality controls that impact value, pricing and delivery. Also arrange a meeting with one key client per week and give the seller a specific outline to follow. This provides a safe zone for them to conduct mini discovery sessions and become more comfortable, and a great means for you to get direct feedback from a trusted source.

Role play daily

Set the expectation for what you need your new hire to know by when. At the end of each day schedule time to get a recap of their above learning and role-play with them. This allows you to provide much needed coaching and them to practice internally first, not on your prospects and clients. Make sure that they are fluent in asking questions; don’t jump in with solutions too soon; can handle objections; recognize a qualified prospect; ask for a commitment of some sort, etc.

We are still hearing too many business owners lament that they can’t seem to find great sellers. Is your management team doing their part? Make sure your new hire isn’t left to flounder about. On-board, coach and train them to achieve success.

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