When a salesperson is hired, it is usually expected that they will start immediately, so it may be necessary to combine work performance with training activities, organizing an agenda for the first few weeks.
No time to plan?
The time factor must be seriously considered
brazil email list when talking about sales, especially when the arrival of a new salesperson is due to the departure of another, which leaves an operational void.
In this case, we must take comprehensive actions, starting with the distribution of tasks and/or internal promotion . In other words, if the area or sector that is being neglected is very relevant, we can promote a salesperson from the company who has obtained good results in another segment of lesser relative importance. In this case, in addition to reducing training needs, we reward good performance.
On the other hand (and this is not incompatible, given that there are still hiring and retraining needs) we must find a way to continue covering the neglected areas by sharing tasks and resources using the current staff, until the new salesperson is able to carry out the work independently . Sometimes the sales manager must "go down to the galleys".
At this point we will think “Why not hire a salesperson who is already well trained?” and the answer is that even though it is ideal, each company has its own procedures and products , so even if they come from the same sector, there will be training needs.
Even so, a good hiring process is essential and will help us with the time factor, so we should not spread haste to it, trying to lower the "alert" level by taking comprehensive measures such as those mentioned.
Hands on the dough
To avoid some of the rush mentioned above, the company must study the training needs before the urgency arises, because it must not only worry about incorporating new employees but also about updating knowledge. It is a continuous process.
At this point, a good job analysis can also be carried out to make a good hire and to find training needs that may not have been detected at first glance.
With this we can create a sales manual that will be an invaluable companion for the new salesperson.
It is a good idea for the new salesperson to be accompanied by a more experienced employee in the organisation during the first two weeks, to guide him through the onboarding process. You can appoint one or more people in charge, but it is always better to establish the role of a mentor , who could even be played by the sales director.
If you are a salesperson, you should be compensated because training will affect your sales figures and therefore your variable salary. If this is not done, demotivation or prioritization can lead to poor initial training, which would plant the seed of poor future performance .
Little by little, autonomy will be given to the employee , but everything will follow a well-controlled process . That is: regular meetings, theoretical training, monitoring of progress and detection of specific training needs.
At some point, the salesperson will be able to carry out the task with a certain degree of independence, although always under the usual control of the entire sales department. A good salesperson is formed by giving him time and knowledge in an orderly manner, while at the same time he is trained on the ground in a practical way: by seeing and doing.
