April 12, 2022
That sigh of relief after you hire a new sales rep is a great feeling, isn't it? You’ve found someone with potential, and you can already see them contributing to the team. But the work isn’t over; it’s just entered a new phase. A great hire can fizzle out fast if their first few weeks are a chaotic mess of confusion and unmet expectations.
Here are five tips for creating an onboarding program that actually works.
First impressions are everything, and they begin before day one. Nothing says "we're disorganised" like a new hire who can't log in to their email or has to chase down access to the CRM. It’s an easy own goal to avoid. A week before their start date, make sure all the practical stuff is handled. Their laptop, their logins, and their software access should all be waiting for them.
Product knowledge is teachable. Feeling like you belong is different. A new rep needs to understand the company’s personality and build a mental map of who does what. In their first week, schedule short, 15-minute chats with people outside of the immediate sales team.
Have them grab 15 minutes with someone from marketing to see where the leads come from. Introduce them to a key person in customer success so they understand what happens after a deal is closed. These brief introductions prevent the sales team from becoming a silo and help the new person see how their work connects to the entire customer journey.
No one can learn everything by drinking from a firehose for three days straight. Spreading the training out over a few weeks is far more effective. Think in modules. Week one can be all about the basics: the company's story, who your ideal customers are, and how to use the CRM without wanting to throw the computer out the window. Week two can get into the nitty-gritty of the product and the sales playbook.
And mix it up. People learn in different ways. Combine some self-guided reading with live role-playing sessions. Have them shadow your top performers on calls, but also give them recordings they can review on their own time. This approach lets the information stick.
A manager is the go-to for big-picture guidance, but every new hire needs a buddy. This is their designated person for all the small, slightly awkward questions they might not want to bother their boss with. "Hey, how do I really format this report?" or "What's the unwritten rule about scheduling meetings on Friday afternoons?"
This informal relationship builds an immediate connection to the team and gives them a safe space to get answers without feeling like they're being judged. It’s one of the fastest ways to make someone feel like they're truly part of the group.
Your new rep is excited to get going, but they need a map. A 30-60-90 day plan gives them just that, showing them exactly what success looks like in their first three months. The plan should move from learning to doing.
This roadmap removes the guesswork. It gives your new hire clear targets to aim for and provides you with a simple framework for coaching them along the way.
By taking the time to prepare, focus on people, structure the training, and provide a clear roadmap, you’re not just training a new employee. You’re developing a future top performer and building a stronger, more capable sales organisation.
Preparing everything your new rep needs before day one, like their laptop and logins, shows that your organisation is professional and values their time. It prevents early frustration and sets a positive tone for their entire experience with your company.
When a new sales rep meets colleagues from marketing or customer success, they gain a better view of the entire customer journey. This helps them understand where leads originate and what happens after a sale, preventing the sales team from working in isolation.
Instead of a single, intense training block, spread the learning out over several weeks. Use a mix of activities like self-study, shadowing experienced reps, and role-playing. This approach caters to different learning styles and improves information retention.
A 30-60-90 day plan provides a clear and structured roadmap for your new hire. It defines specific goals and milestones for their first three months, moving them from learning and observation to active contribution and finally to greater independence.
A buddy provides an informal support system. They are the go-to person for small, everyday questions that a new hire might feel hesitant to ask a manager. This simple step helps the new person integrate faster and feel more connected to the team culture.
