Onboarding Designed to Engage and Delight Customers by Dan Fisher and Gerry Gadoury at Engage 2016
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This document discusses strategies for effective onboarding and training of new sales hires. It outlines common reasons why training fails, such as providing too much information without focus on internalization. Critical success factors for onboarding include mapping the sales process and recruiter/sales rep journey. Effective training uses regimented, milestone-based approaches and tracks metrics on engagement and adoption. Sustaining change requires ongoing coaching, playbooks, workshops and challenges to reinforce the training.
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Onboarding Designed to Engage and Delight Customers by Dan Fisher and Gerry Gadoury at Engage 2016
- 1. Onboarding Designed to Engage and Delight Customers Gerry Gadoury & Dan Fisher Menemsha Group Dan@Menemshagroup.com (617) 398-6190
- 2. Agenda • Why Training Fails to Deliver ROI • Critical Success Factors • Mapping the New Hire’s Sales/Recruiting Journey • Deploying Regimented Milestone Training • Tracking the Effectiveness of Your Training • Sustaining Change with Playbooks, Coaching the Coaches
- 3. Common Reasons Training Fails to Deliver ROI Information through a Fire Hose: Focus on “speed to completion” & turn loose rather than internalization and adoption. Shadow Training or training by “osmosis.” Managers wait for reps to “figure it out.” Results: 80% of revenue from Top 10% of reps/accounts. Inability to scale the business; Revolving Door Syndrome Sales Coaching: Business development vs. talent development. Product-Focused Training creates peddlers, objections, and roadblocks Lack of Commitment: Managers fail to enroll themselves in training. Failure to “coach the coaches.” Managers fail to coach to the message, model desired behaviors.
- 4. On-Boarding Critical Success Factors That Drive ROI
- 5. Mapping Your Sales Process
- 6. Map the Recruiter/Sales Rep Journey
- 7. Sales Methodology 83% achieve quota vs. 54% with no methodology Accelerate Learning-Drive Consistency-Predictable Results
- 8. Job Scorecard (Sales Rep) Attribute Weight Raw Score Grow revenue X% Open X new accounts Average X GP margins Expand account A by X % • Objectivity vs subjectivity
- 10. How Long Will it Take My Rep to Complete Training? Training Deployment Plan
- 11. Training Engagement & Adoption Metrics
- 12. Sustaining Change 30/60/90 Day Challenge: Establish certification expectations to establish standards for success. Role Play Competition: Competition in front of peers/supervisors; panel of judges. Quarterly Workshops: 100% participation-based. Monthly Calls: Share best practices, success stories. Virtual Reinforcement: Share online voice/video presentations and test pitches 120 Day Challenge: Select 5 accounts to apply new sales methodology and training content
- 13. Sustain Change with Playbooks & “Coach the Coaches” Consistent coaching can boost performance by 19% Corporate Executive Board Sales leaders who consistently coach their reps grow revenue by 25% year-over-year on average Kurlan & Associates Top performing sales leaders invest 50% or more of their time coaching reps Sales Performance International 19% 25% 50%+
- 14. Create a Culture of Continuous Learning • Make sales assets available through portal or LMS – Templates, case studies, value props, videos, training courses, playbooks • Create & engage in healthy competition EVERY DAY – Salesforce.com reported use of gamification increased sales performance 11-50% – Aberdeen Group revealed that 31% more first-year reps achieved quota when supported with game mechanics. • Encourage risk with A/B testing • Establish short-term (weekly) improvement goals – Voicemail messages to return calls, emails sent, emails replied to – Connects to meaningful conversations
Notas del editor
- Strategic onboarding to build brand awareness X number of things you customer would appreciate in your onboarding How onboarding impacts customer engagement Strategic training and onboarding to engage & delight customers How your new hires first 90 days affect customers roi New Hire’s First 90 Days: Deligthed customers or wasted investment What your customers wish you did with your new hires new hire training design to deliver ROI and engage customers New Hire Training that delivers ROI and Training to Strategic New hire training designed to engage employees and delight customers
- As a sales leader, getting new reps up to speed quickly is one of your most important jobs. The sooner they’re able to make quota, the better. Yet the reality is, most sellers struggle to achieve proficiency in their new position. Many never make it. The impact of this churn is costly. Brad Smart, author of Topgrading for Sales , states that the average cost of a failed ramp-up is six times the base salary for a salesperson. This includes the costs of hiring, compensation, lost sales opportunities, upset customers, team disruption and more. The reality is even more challenging. According to The Bridge Group, the average sales development rep stays in the job for only 1.4 years. For field sales reps, the Sales Revenue Group reports that the average tenure is slightly less than two years. That’s why it’s essential to develop an onboarding program that helps more of your new reps succeed in the shortest possible timeframe. This not only helps you meet your numbers, but it also minimizes the revolving door syndrome that plagues most sales organizations.
- Gerry and Dan Questions for Audience: How many of you can identify with at least 1 or 2 of the items on this slide? How many of you rely on shadow training? Why do think we have it up here as a point of failure? Most new reps have no idea what they are looking for or what questions they should be asking Even top performers have weaknesses Shadowing someone doesn’t provide a full view into the entire sales cycle, it provides a view into how one specific sales rep is comfortable selling
- Dan The first step in building your new hire training and onboarding program starts with understanding how your customer evaluate you and your firm before they decide to give you an opportunity. This requires you to understand who your buyers are and what is most important to them. This refers to mapping out your sales process. Your sales process is a roadmap that highlights all of the steps that the sales rep and the customer must complete in order for the deal to close. You can’t effectively onboard new sales reps (or recruiters) without first mapping out all of the steps that must be completed. 90% of the IT staffing firms we work with have no sales process and all of those companies tell us they can’t get their reps productive quick enough. Well, it’s because the reps don’t know what steps to follow. you align your sales process with your customers purchasing process starting with the status quo. Just like builders building a home, they pour the basement first as the foundation for the house. Think of your sales process as the foundation for your training program. Why do you think we should start to build our training program our sales process and how our customers buy from us? When you teach sales reps to understand how customers buy and why customers it put’s them in a place where their disposition is to help the client through that process. If on the other hand you start off your training by giving them a product or information dump then they naturally will approach the market in pitch mode.
- Gerry We just mapped out our sales process and now I want you to think about mapping out the journey for your new hire. Let’s assume you just hired a new sales rep. Before establishing a process for training and onboarding your new hires, you need to map all of the customer touch points they will have across the entire sales process and the challenges they will face during each stage of the sales process. For example, if you just hired a new sales representative to “hunt” for new business, you need to map out the challenges they will face when “hunting” for new business. If we look at the illustration we know that some of the challenges they will face include: Who do I call? What do I say? What is my value proposition? How will I answer common objections or FAQ’s? Context of my email? Context of my voice mail? Orient your new hire training around those elements, don’t train them on account planning or employment law. While that training and knowledge may be useful down the road, this is not applicable because it doesn’t fit into their persona as a “sales hunter” or the sequence. Keep in mind that each role you hire for (new business development, account manager, inside sales, outside sales, telemarketer, recruiter, etc.) will require its own persona that accounts for their own needs, goals, motivations, as well as the challenges they will face and the messages that will resonate with them and those they interact with (prospects, customers, candidates, partners).
- Dan Poll Question: What is the difference between sales process and sales methodology? How do you differentiate in our industry when we all provide the same service? Think about all of the touch points across the sales cycle in which a rep interfaces with the customer from initial cold call or cold email to signing a contract and closing a deal. Your sales methodology defines how your reps execute each of those touch points. Your sales people are the differentiator. Give them a sales methodology to follow and that will differentiate them and their your company. No methodology then they end up sounding like everyone else. Sales methodology is how your differentiate. For managers, creating or implementing a sales methodology establishes a clear expectations on the sales behaviors you are trying to drive and that you expect from your reps. We feel that methodology is how IT staffing firms differentiate. Think about it this for a second: Reps calling and checking for needs Most placeable candidate or skill marketing Calling to discuss job orders posted on career site or Indeed Asking for a 15 minutes saying “I just need 15 minutes of your time to learn your culture.” If this is what your reps are doing then no wonder it is so hard to open new accounts. Your prospects don’t see the difference between you and your firm For each step in the sales process you want to understand what information your prospect needs, what their objectives are, what their FAQ’s and objections are and any common roadblocks that will prevent them from moving to the next step in their purchasing process.
- Gerry Explain what is a scorecard and how it differs from a job description. According to Topgrading for Sales, the average cost of a failed sales ramp-up is 6 TIMES the rep's base salary. Ouch!
- Training content (methodology) what is being taught Repeatable and scalable Poll Question: Generally speaking, does everyone wish their sales reps could or would sell more strategically and “consultatively?” Next question. How many of you would say your new hire training consists of a huge information dump on the company history, service offerings, why you are so great, candidate database? We suggest you focus your first few classes on who your target market is, who you want your reps to go after and why. Second, we also strongly suggest that you think through who the buyers that your reps are going to be selling to and what is most important to those people. Third, create a value propsotion that speaks to your target market and to each of those buyer persona’s. This way your rep will learn how to speak to the buyers in a way that will appeal to them rather than then just teaching that what you offer. When your training focuses on your services offerings it means you are teaching your reps to go into pitch mode and nobody wants to be pitched to! What makes this regimented and milestone based is a few things. One class for one week or the same class for multiple weeks. We apply quizzes to test engagement and we have follow up exercices to see performance and execution of each class and what was taught To take it a step further, map out what a rep needs to learn and now in Week 1, Week 2, 30 Days, 60 Days and 90 Days. You’ll find lots of good ideas in the upcoming pages. Also, consider this an iterative process. Once you start using this onboarding plan, you’ll quickly discover ways to make it even better. Tech your reps in chronological order of the sales process….don’t give them training on how to take a job order during week 1 they will never remember it.
- Question is how long will take for my rep to sell at same proficiency as tenured reps? Cold
- Cutting down the ‘time to productivity’ is one of the primary parameters that can help you improve the effectiveness of your sales training and on-boarding efforts. We have worked with thousands of sales reps from hundreds of different IT staffing firms across the country and our experience and our data tell us that 9 months is the average ramp up time for a new rep in an IT staffing firm. That means it takes 9 months for a new rep to sell at the same proficiency as a tenured rep yet the average tenure of a sales rep is only 1.4 years according to Bridge Group. What are the desired behaviors and how will you meaure for success? Training engagement in our LMS-are learning reading the content, consuming the training, passing the quizess and can you physically see and hear a different in their executiion…role play, listening to live sales calls, attending sales meeting
- Dan/Gerry Reliance on services and CRM/ATS training. No training on buyer personas, no reinforcement, we just tell our reps what to do, not how to do it
- Talk about how managers don’t go through the training, don’t coach, comp plans not tied to coaching. You have to train your managers how to coach and develop talent Coach the Coaches Lead monthly follow-up with managers to assess progress in post-launch coaching and reinforcement with their teams. Collaborate on problem areas and how to celebrate progress with the managers’ respective teams. Research by DSG Consulting interviewed 700 sales and marketing executives about coaching and their research revealed that 4 out of 5 reps want coaching but don’t get it.