I think they need to have a buddy that takes them through all the processes. We had kind of everyone pitching in and helping with different things and I found it worked better when one person was responsible. Less bystander effect
CoorsKing
WR Officer
1
Retired King of the Coors Knights
We have designated "ramp buddies". They still get the formal training and on-boarding, but for all culture, process, or general questions they have a designated person to send them to. It helps them get answers quickly but also keeps the team channels clear and not bogged down with ramp questions.
Coffeesforclosers
Notable Contributor
0
Director Sales and Market Development
Mentor program for sure, and understaning. They have to be comfortable being uncomfortable
rekled
Opinionated
0
Strategic Account Executive
In additional to mentoring / "ramp buddies", I would also recommend that you put together a transition plan. It is likely that the existing reps are temporarily covering a territory until the new rep has successfully onboarded. I'm going through this process now with two new reps and the transition plan includes the following:
1. Opps to Transition. Opportunities that will be handed over to them asap. These are brand new opportunities or opportunities that will likely close in > 6 months.
2. Opps to Hold. Opportunities that I will keep / opportunities in the new reps territory that will remain with another rep. The opportunity must be in the Proposal stage and close < 6 months.
3. Channel opportunities (if applicable). If you work with channel partners, there may be leads to transfer over if they are not part of Step 1 above.
4. Qualified Leads (if applicable). These are top of funnel leads from marketing, demand gen or other leads.
4 comments