Sales training and onboarding are critical in building a sales force of A-performers. In fact, CSO Insights reports that sales training is one of the top sales enablement services organizations will focus on in 2016. Unfortunately, history shows that training does not always translate into success. CSO Insights also reports that the number of reps achieving quota fell for the fourth year in a row from 63% in 2012 to 55% in 2015, a drop of 14.5% in four years.

Where is the disconnect?

Though investments in training are essential, it is now more important to invest in processes that make selling more effective – in a nutshell, invest smarter. To be truly effective, sales training and onboarding need to be a constant, evolving process.

In spite of the Pareto Principle, AKA the 80/20 rule, sales managers want the majority of their team always operating at peak effectiveness. Truer words were never spoken when considering new hire and trainees just getting into sales.

Even early in a new hire process, outbound activities should be communicated and measured to increase the likelihood of a successful hire and onboarding effort. With tools such as call recording and activity tracking, as well as speech analytics tools that are now available, it is much easier to manage a sales team based on accurate, real world data rather than hunches. These tools also make it possible to deliver targeted training to struggling agents with expectations of a standard of behavior.

With all of that in mind, here are three critical tips to get the most out of your sales onboarding process:

  1. Obtain a clear understanding of the selling behaviors of most successful reps: Whether it’s making eight calls to a lead before giving up, or calling strictly between 2-3 p.m., use the behaviors of your most successful reps to formulate the benchmark activities new hires will be ingrained with upon orientation. The earlier the new hire has an accurate, quantified example of what is expected of him/her, the more they can prepare, adjust their approach and steady their disposition to succeed.
  2. Communicate management expectations very clearly: Communication is key. Use actual, accurate performance metrics such as calls made, appointments set etc., to demonstrate why the expectations are what they are. For example, the top 10% of your reps make at least 30 calls a day, talk to 10 people and set two appointments. Therefore, we require a minimum of 30 calls per day.
  3. Monitor prescribed activity: Keep track of rep activity. This should be done weekly (at the very least) to determine how effectively the new reps are adhering to the set expectations. This indicates their commitment to your organization and willingness to follow direction and succeed. You’ll also be able to see the new reps early outcomes. If results are not what is expected, find out where the rep is going wrong. Ride along, listen in to calls, etc., to determine which coaching techniques are needed for that particular rep. Always focus on activities and their outcomes.

Ultimately, the onus is on the managers to continuously review and update benchmark behaviors that will have their teams operating at the highest level at all times. Doing so ensures there will be no slack and will also help develop attainable goals for your team. More than simply having the right tools in place, implementing and adhering to a proven process will help maximize your sales training and onboarding investment. What you’re left with is an entire team of stars, therefore not only improving sales effectiveness but directly to contributing to your company’s bottom line.