Prepare Your Sales Hires Faster

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Optimizing sales performance should be your most important concern. The 2007 CSO Insights report cites that to achieve sales performance optimization, one must truly understand the "levers" of sales performance and effectiveness. And the first "lever" should be getting your salespeople ramped up and on board as fast as possible -- this way they can start earning you the "green."

But did you know there are levers inside the hiring and on-boarding process that must be defined as well? Here are three must-dos to turn your lost-in-the-sauce newbies into familiarized staffers:

1. Time is Fleeting
There is an opportunity in the first three to six months of a salesperson's career at the new company to set the tone. And during this timeframe, you need to get your new hires to fully comprehend your desire for their success and that you plan on using process, methodology, coaching and technology to help them.

2. Well-Equipped Equals Well-Sold
By understanding the important indicators and providing managers with the proper content and tools, organizations can help their supervisors reduce the time needed for new hires to become fully productive -- and likewise reduce support costs. Organizations should have packets available for managers to give out on company policy and procedure, as well as provide training on all company systems within the new hire's first week. Develop a mentor-mentee arrangement in which a more experience top seller can take new hires under their wing to show them the ropes on sales calls.

3. Belly Up to the Benchmark
Take the time before a salesperson is on board to integrate traditionally independent activities from multiple departments, and agree on the collaboration process. Create a plan that has specific objectives and milestones that pinpoint productivity from day one. Measure and track productivity, but measure in terms of activity rather than financial results. This allows for better tracking, measurement, monitoring and coaching.