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Tireless

CRO

Contributor
Good Citizen

Ramping new sales reps...

We hired four new reps this past couple of months and will be hiring four more. Obviously, ramping them up quickly is key to keeping the momentum. Any suggestions or things that have worked well for you? Appreciate any feedback...

๐Ÿ‘‘ Sales Strategy
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Kosta_Konfucius
Politicker
3
Sales Rep
Not in a leadership role, but the thing I feel like I need is a clear 30-60-90 goals that I should strive to do.

I would also connect with the 4 new reps and ask what did you like/didnt like? What are the tools you use now that you didnt use month 1?
SoccerandSales
Big Shot
1
Account Executive
I agree with the clear goals as well. Very crucial to ensure you are on the same page with expectations for the rep.
Telehealth_2the_Moon
Notable Contributor
1
Director of Business Development
30-60-90 day goals are key, and they only work if leadership is just as invested in tracking, measuring, and coaching to these goals.

The biggest risk with this much onboarding in a sort period of time is the new reps being left to figure it all out on your own. You might get a couple high performers out of that but you'll likely be hiring a few to replace the ones that stagnated or gave up without better training.
Sunbunny31
Politicker
2
Sr Sales Executive ๐Ÿฐ
Do you have any enablement? When I onboarded, we had a person walk me through things I needed to do daily to keep my learning on track and keep me from being overloaded and/or wondering what was going on. In addition, I shadowed the sales team for discovery, qualification, demo, use case calls, all of it - to get a sense of what was going on.

However, that two week ramp up was gold; everything from which documentation to review, where to find things,. etc. Really got me off to a good start.
SoccerandSales
Big Shot
1
Account Executive
Feedback from them is what is going to be the most important. You can have the perfect ramp-up strategy on paper, but realistically, you will do some things well and some things poorly. The only real way to know is through the feedback of your first class of reps
ThatNewAE
Big Shot
1
Account Executive - Mid enterprise
The 4 past reps that you hired few months back should be made mentors to the new reps you're hiring now. But here's something I needed to ramp up to the level of existing reps:

1. Shadow calls. As cliche, this helps a lot. Shadow calls of all the 4 previous reps and have a detailed 1 hour call every week to discuss the learnings of the calls and what they would have done in scenarios like that.

2. Before product / market / services; make sure you teach them about the basic skills needed to be a good rep (holding conversations, driving calls, the email writing skill, the setting up next steps skills. The basic soft skills that need to be brushed).

3. Mock calls since the beginning. After they join and they have basic product knowledge, start having mock scenarios with them so they get more practical knowledge than theory.

P.S: The 4 new reps will walk / crawl / run at their own speeds. But you still have to provide the basics that they need. However, accept they will all respond differently to your enablement courses in place.
TennisandSales
Politicker
1
Head Of Sales
Give them as many reps as possible. As many disco calls, demos, as possible. You need them to build confidence and get a few quick wins. Having a fast start is key
Pachacuti
Politicker
1
They call me Daddy, Sales Daddy
Letting new reps "be a fly on the wall" for as many demos or other similar events usually helps greatly.
CuriousFox
WR Officer
0
๐ŸฆŠ
Who is training them? You? An enablement team?
Tireless
Contributor
0
CRO
Everyone..:)

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