When a sales candidate accepts a job offer, everyone is all smiles. Yet, those smiles can quickly turn upside down if you are making any of these sales person onboarding mistakes.
1. Not having an onboarding programme
When sales people aren’t performing, few trace the issue back to how the sales person was assimilated into the organisation. Yet, that is often the foundation of the problem.
Sales people arrive at a company with potential. The onboarding programme should be designed to ensure the potential becomes a reality.
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2. Not having onboarding objectives
Many, once they recognise the prudence of having an onboarding programme, start by creating content. If you start by creating content, how will you know your programme is designed to position your sales person for success? The onboarding starting point is the end.
Document the expectations you have of those who successfully complete your onboarding programme and create content that leads to those expectations being met.
3. Having an onboarding programme
This may seem like circular logic given the first two points. The issue is the word ‘an’ and thinking of onboarding in the singular form. You may hire from within the industry, outside of the industry, transfer an employee to the sales team or hire someone just out of school.
Each of these backgrounds requires a unique onboarding experience. The expectations of those who successfully complete onboarding doesn’t change, just the path to ensure they are met.
4. Turning on the fire hose
We would all love the new sales people to be able to effectively sell for us yesterday, but that’s not realistic. Plus, they don’t need to know everything on day one or even week one.
Identify when proficiency is required in their tenure and structure the programme accordingly. Plan the pace to ensure that the knowledge and skills are retained.
5. Not assessing proficiency
You put your sales person through a glorious onboarding experience and then send them off to sell. Wait, something is missing, the proficiency assessment. At the end of onboarding, have an assessment programme that gives the new sales people the opportunity to show their stuff.
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This can come in the form of a written exam, simulated sales call or group presentation, and/or a CRM practical. The end of onboarding is a key milestone to ensure your new sales person is positioned for success.
6. Not soliciting feedback
Onboarding can always be improved. At the end of onboarding, conduct participant surveys so you get the information you need to continually enhance the programmes.
