{"id":1617,"date":"2012-01-26T23:08:04","date_gmt":"2012-01-26T23:08:04","guid":{"rendered":"https:\/\/www.peaksalesrecruiting.comblog\/the-first-90-days-how-to-get-your-new-sales-hires-producing-fast\/"},"modified":"2018-10-05T19:44:14","modified_gmt":"2018-10-05T19:44:14","slug":"the-first-90-days-how-to-get-your-new-sales-hires-producing-fast","status":"publish","type":"post","link":"https:\/\/www.peaksalesrecruiting.com\/blog\/the-first-90-days-how-to-get-your-new-sales-hires-producing-fast\/","title":{"rendered":"The First 90 Days – How to Get Your New Sales Hires Producing, Fast"},"content":{"rendered":"

Next month, we will be publishing a new guide entitled The First 90 Days \u2013 How to Get Your New Sales Hires Producing, Fast. Here is a teaser from the introduction.<\/p>\n

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Most companies take months or even years to determine whether a new hire is successful, but often all the evidence to indicate whether a rep is a keeper or not exists in the reps first 90 days on the job. What happens in this critical timeframe will usually dictate the success or failure of the new rep, so after investing a great deal of time and effort to find a new sales hire, it is vitally important a ton of sense to make sure they not only develop, but begin producing as quickly as possible.<\/div>\n
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Here is a list of things the sales manager can do in the first 90 days of hiring a new rep to make sure they start producing results fast:<\/div>\n
\u2013 equip the rep with tools and equipment (includes computers, phones, access to critical systems)<\/div>\n
\u2013 provide company orientation (values, history, departments, etc)<\/div>\n
\u2013 train the rep on key aspects of selling (sales approach, customers, market, trends and competition)<\/div>\n
\u2013 walk through forecasting methodologies and systems<\/div>\n
\u2013 hand over territory plans and data<\/div>\n
\u2013 assign a mentor\/coach who will work to develop the rep\u2019s effectiveness in the field<\/div>\n
\u2013 provide product and service demonstration (live if possible)<\/div>\n
\u2013 take on tours of customer sites and provide introductions to key customers<\/div>\n
\u2013 introduce internal support team<\/div>\n
\u2013 shadow the rep on calls and presentations to ensure they are operating effectively and developing<\/div>\n
* set expectations and objectives for 30, 60 and 90 days (plans, deals, leads and pipeline of qualified opps as well as MBO\u2019s such as meetings, campaigns, and calls)<\/div>\n
* meet regularly to grade behaviour and activities, provide constructive feedback, ensure goals are being met and proactively address any issues that arise<\/div>\n
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The rep has certain obligations as well if they are to achieve optimal production quickly:<\/div>\n
\u2013 develop relationships with the internal support team<\/div>\n
\u2013 create the territory and strategic account plans<\/div>\n
\u2013 network with customers to understand why and how they buy<\/div>\n
\u2013 practice presenting<\/div>\n
\u2013 meet with prospects and advance opportunities<\/div>\n
\u2013 speak with partners to learn about how you can help each other and to gather market intelligence<\/div>\n
\u2013 ask for help from your manager and peers where necessary<\/div>\n
\u2013 ask for constructive feedback wherever possible<\/div>\n
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Stay tuned to obtain the full guide when it becomes available in March.<\/div>\n<\/div>\n

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