evolve corporate sales training

EVOLVE CORPORATE

SALES TRAINING

Event 3 of 3 in B2B Sales Summer School Series

Today’s Speakers

Scott SantucciPrincipal Analyst and Research DirectorForrester Research@scottsantucci

Jarrett O’BrienSr. Product Marketing ManagerJive Software@jarrettobrien

Making Leaders Successful Every Day

Sales Onboarding in the 21st CenturyScott Santucci, Research Director Sales Enablement

Your onboarding process is too complicated

› Your clients are complex – you cannot artificially make them simpler

› Current approaches to make each step “simple” complicate the whole process

To fix it – make it simple; but simple is hard

› Understanding the when end to end process is challenging when their isn’t clarity about what onboarding is to begin with

› Make things simple by removing the complications in the way of your sales people performing the tasks they need to accomplish

But when you do, its really effective and easy to run

› Companies who even simplify pockets experience noticeable results

› A focus on continuous improvement is critical to unlocking breakthrough returns

Cutting to the chase- What we will cover

VP of Broken Things

Your current state

Mismanaged complexity creates bottlenecks to growth initiatives

Complexity coping strategies

“Show up and throw up”

“Heroic effort”

Let’s design out the complexity

AudienceMessengerMessage

What is a selling system?

Product / BU Heads“Make sure you feature my stuff”

CEO“Make it productive”

Human Resources“Highlight the culture, our benefits and know

our policies”

Finance“Make it cost

effective”

IT“Train them on the

key systems”

Sales“Get them out into the

field as fast as possible”

Picking the wrong onboarding strategy…

› “Look at how many sales people we enrolled last year”› “Look how many days we cut out of the process”› “Look at the accreditation program we rolled out” › “Look at how wonderful our net promoter scores are”

Can be career limiting.

What is sales onboarding?

› Agree on what it is… › Not just on how to measure it…› Or how to execute it.

Average sales

performance

Trained on processes

and products / services

Released from course

Number of attendees

The key questions you need to answer

› Who is your executive sponsor, really?

› Why is onboarding important (to each of your stakeholders)?

› What is the agreed upon, verifiable definition of an on-boarded salesperson? What benefits are costs measured against?

› When are reps expected to be on-boarded?

› How much resource is at your disposal? How long do you have the reps for?

› Where does on-boarding need to be executed? Where do reps get the reinforcement they need once they are released from the class?

PSST… This is a “take away” to set up a charter

A reference process model

Recruiting process

NewHire

Onboarding

Human Resources

Training & Enablement

Sales Leadership & Training

401NewHire Coaching

Development

Recruiting Process

NewHire

Onboarding

Human Resources

Training & enablement

401NewHire Coaching

Development

Current state - Recruiting

• Massive variability of hiring practices from different geographies and regions.

• Multiplied by different beliefs by hiring managers about what makes a good seller.

• Compounded by varied backgrounds, experiences, and demographics.

It’s not as straightforward as you would think

“Account Rep”40 different versions of the job

description

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

Current state – Welcome aboard

• Policy information.• Benefits information.• Welcome letter.

A lot of missed opportunity

IdleMany reps can wait as long as 1 month in their job before going

through any kind of training.

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

Current state – Is this onboarding?

• Systems training.• Policy and benefits

review.• Products training, done

differently by product owners.

• Selling methodology training.

• Culture training.• Meet and greets.• Maybe some tests.• Measured by number of

attendees or net promoter scores.

More like waterboarding

AuditBy overall minutes less than 5%

is about customers.

Recruiting process

NewHire

Onboarding

Human Resources

401Coaching

Development

NewHire

Current state – Release to gen pop

• Little or no basis for basic performance guidelines.

• Some online courses – tend to be hard for new hires to select.

• Navigating and accessing resources is difficult.

• Virtually isolated if working remotely.

• Territory assignments differ.

• Lots of possible approaches to choose from, little guidance.

You’re on your own kid

Self Service?Imagine navigating 40M

pieces of content

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

Current state – Coaching?

• Little consistency of coaching across sales managers.

• Sales managers lack coaching training – inconsistency across sales force.

• Front line sales managers often lack guidelines about where to apply their time.

• Lack of a clear handoff between onboarding and manager – who owns getting the sales person over the hump?

You so, um… why don’t you do … this?

InconsistencySome sales managers focus on

developing, others administration, others on closing.

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

Current state – Development

• No clear linkages across onboarding, coaching, and development.

• Inconsistency in material and content from onboarding programs to development.

• No clear flight path agenda.

When does onboarding stop and development begin?

Frayed connectionsLack of clear handoffs puts

sales people in no mans land.

AudienceMessengerMessage

Who has the power?

Your new rep will only be successful if he adds value to those buyers

A gap in preparation

GapHow are you preparing your sales people to add value to

those executives?

How to be a HERO

A HERO’s view of Onboarding

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st Century- Messenger Archetypes

• Incoming classes grouped into archetypes.

• More alignment in hiring process.

• Far easier to get agreement and discuss requirements.

Use the 80-20 rule to reduce class variability

ArchetypeA simple, easy way to get

agreement on incoming class and specs.

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st Century- The welcome kit

• Pushing administrative type training to just in time, learn as you go.

• Making capability training available to new hires before start date.

• Lighter weight material, greater use of multi-media.

Pushing “just in time” training to online courseware

Just in timeModular, testable courseware

prior to onboarding event

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st Century Onboarding

• Agree on specific activities required in the field – what will reps be able to do when they’re released back to their managers?

• Identify and agree on realistic sales objectives to be achieved.

• Get laser focused on achieving those behavioral objectives.

Maximizes on site time for active dialog, role playing, and experiences

EngagementPush lecture type or one way

content to online.

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st century sales communities

• Appointed concierges / developmental coaches that are different than managers

• Moderated sessions: chats, webinars, discussion threads.

• Point systems and incentives for contributions.

Find ways to keep classes together – sharing information

CommunityBirds of a feather flock together

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st Century Coaching

• Clear delineation of roles • Specific – and non-

overlapping responsibilities. • Light weight coaching

framework shared by both coach and employee – reinforced by systems.

Reinforce learning on an ongoing basis

ClarityPurpose driven roles and

responsibilities

Concierge

Manager

Recruiting process

NewHire

Onboarding

Human Resources

401NewHire Coaching

Development

21st Century development

• Defined mastery tracks based on real research on top performers and buyer interactions.

• Heavy emphasis on “just in time” sessions with rep led reinforcement sessions.

• Brought together by regional experiential on site sessions with people at similar developmental stages.

Modular, practical material that maps to archetypes – not a syllabus

ModularPackaged programs and modules

that are prescribed and administered

What to do

1. Define clear goals and objectives for onboarding

2. Determine executive sponsor and establish core definitions and governing principles

3. Baseline the current state using the reference model

4. Interview attendees and sales managers to identify problem areas – use 4 sales objectives to structure feedback

5. Select “low hanging fruit” options to address immediately – then move on to more complex tasks.

Thank youScott Santucci

ssantucci@forrester.com

SOCIAL BUSINESS: JIVE FOR SALES

14% reduction in sales support needs

23% reduction in rep ramp time

8% increase in the number of deals

Reference Process Model + Social Business

Resources

No “ideal candidates” Shared candidate profiles

Hidden best practices Sales leadership council

No consistency Seamless hire process/transition

New Hire: Getting StartedHuman

Resources

Training &

Enablement

Static training / LMS Turned social & experiential

No guidelines / access Training concierge

Isolated at a desk Part of the team

Mobile Content & Video Training &

Enablement

Leadership &

Coaching

Manager inconsistency Shared cadence

New hire burden Mentorship & shared learning

Isolated at a desk Part of the team

Gamified Mentor ProgramsLeadership &

Coaching

Business InitiativeNeeded to bolster revenues and streamline communications with dealer network.

Results• Faster sales cycles• Sales rep retention increased 13%• Sales revenue attainment increased

by 30% (goals met at 4 months vs. 6)• Saved $213k by mirroring 5 live

events in online community• Improved sales channel satisfaction• Improved channel support• Total members: 4,594

30% decrease in time to meet revenue goals.

Learn More

Connect with Scott and others in the Jive Community:https://community.jivesoftware.com/community/socbiz/sales

Scott SantucciForrester Research@scottsantucci

Jarrett O’BrienJive Software@jarrettobrien

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