In Conversation with Cloudera on Sales Enablement

Abhinav Guru on December 5, 2016

 

sales enablement clouderaThis post is based on a webinar on how modern sales organizations leverage sales enablement for their competitive advantage. You can listen to the entire webinar

here

.

Cloudera is an open-source data management and analytics platform. Cloudera has enterprise customers in every vertical market including financial services, public sector, telecommunications, retail, and healthcare. The company has been scaling rapidly, and in just three years has grown its sales operations from a team of 11 reps based in North America to almost 200 reps globally. Supporting the sellers is an additional team of over 150 sales engineers, solution architects, business development and customer-facing staff.

As Cloudera’s sales team was growing rapidly it was experiencing several challenges that fell into two broad categories:

Consistent Messaging

With so many sales reps, one of Cloudera’s biggest challenges was conveying their message consistently and efficiently.  This was compounded by market and product issues, as Drew O’Brien, Field Operations noted,

“

Cloudera is in a market that’s changing very rapidly on so many different levels. The market right now is very, very hyped and as a result, you have all these different companies entering the market. They all have mixed and often conflicting messages, so how do you come up with something that resonates and cuts through the noise. Because we deal in open-source technology, the product changes rapidly because it’s developed by a worldwide pool of developers from all different walks of life, so things change very fast on that front. Now you add on top of all that rapid hiring, it’s extremely challenging to be crisp and clear.”

Onboarding

While Cloudera had a basic onboarding program in place, like many companies, they relied heavily on marketing to undertake many of their sales enablement activities. As the team grew it became apparent they needed a structured process to onboard sales reps to be as productive faster.

Sales enablement investment

Cloudera has invested heavily in sales enablement resources and put together a formidable team. This made all the difference according to O’Brien,

“

Investing in it [sales enablement] early, making that investment in the supporting infrastructure for our sales people while building a foundation rather than after we’ve built the house already was something that we did earlier than most companies do and it saved on a lot of things for us. Secondly actually building formal infrastructure and not relying on marketing and random half-hearted webinars and weekly web access at the end of our training.”

To help create their value proposition Cloudera put together a cross-functional team of sales and marketing leaders and business development individuals over a three-week process. Lars Nilsson, VP Global Inside Sales explains, “

Together we came up with an entire kind of value framework for how do we talk about what it is we do, the problems that we solve, and companies in different segments, whether they be different revenue segments or different industry, verticals or different geographies.”

“

If you involve all of those parties in the development process, in the creation process, they feel like, in many ways, they’re part-owner of it. And for sales teams, driving an option is a matter of getting it started and then, if you can show success and you can actually demonstrate that this indeed does make their lives easier and helps them be more effective, then it kind of begins to gain its own momentum. Because we involved marketing and product management and all those different account executives in the process, it became much easier for them to understand what it was we were doing,”

clarified O’Brien.

Following this process the business then developed assets and content in various different forms, that was disseminated and communicated so that alignment could occur. The alignment resulted in a common message that everyone in the sales team could use when talking about the business, its products and value.

Cloudera leveraged Mindtickle to elevate the readiness of their field sales team and provide them with the right information at the right time. “

You can’t have a field sales team be effective if you’re trying to give every little piece of information to them and have a rep know absolutely every little thing about your products and market. The exercise of readiness is acting like a filter, distilling what’s really important from a selling perspective.  What do reps really need to know, and make sure they know that and nothing more. If they need more than that, they can learn it as they need it or they can call another resource. That’s why you have systems engineers, professional services people and product managers so that when the time is right, you can bring in additional resources to help you out. So involving everybody in the process just helps solidify the mission, the goal, everybody’s on the same page, and for us, it’s been very, very effective so far,

” explains O’Brien.

More effective onboarding

While Cloudera already had a sales onboarding class in place they identified a need to make it more robust for their new hires. Krista Wiederhold, Sales Enablement Coordinator explains, “

We looked at

ways of improving it to be more effective, making it more engaging and role-based, moving a lot of the lecture to the first 30 days. So for us, we were kind of just grabbing what we already had in place, and making it better.”

Being able to leverage technology was key to taking their onboarding program to a new level. Cloudera uses Mindtickle to prepare their reps for boot camp Nilsson explains, “

Because we have offloaded or off-boarded a lot of the content that our sales reps usually get during that week of onboarding training, we bring in people from all over the world to our corporate headquarters for this week-long onboarding. We have put 3 days of content into the pre-work in the form of videos and on-demand instructor-led video content, so when they come to Palo Alto we have a lot more time to do role plays, live presentations, and whiteboard, where they learn the content and retain it. For me that was a huge value add-in, just taking all the content you have and allowing your reps to consume it before they come.”

“Using Mindtickle we get feedback from employees, specifically there are ways to do polls and collect feedback in terms of what content’s helpful, what they need to learn next, so that’s the way we gather information from the field to test its effectiveness. Within the system, we also pull analytics and other metrics we can use to see how effective the enablement efforts we’re putting forward are working,”

continues Wiederhold. “

We can see how fast a rep is coming up to speed on particular topics. Being able to look back at the courses that they completed, exams we ran in Mindtickle or to really test them for the areas that they may need a little bit more help on. So we really look at it to get more insight into how we’re revving them up or how fast it takes them to close a deal, get their first meeting or assess them on areas of our product that they may need more education on. We look at the course analytics as well as how long it takes them to close a deal or land a meeting.”

Achieving objectives

The technology was key to Cloudera’s solution according to O’Brien, “

Invest in technology, like Mindtickle or something like that, to actually structure your programs and enablement practices in an organized way and that just methodically covers everything that you need to cover.”

Using a technology that can perform multiple functions in the process certainly made the process easier for the sales enablement team according to Wiederhold,

“Investing in systems that are going to help you accomplish and teach the field and make it easier for to meet them where they’re at. Also pick a tool that’s going to have integrations from a learner perspective, and that you can modify and make it a lot easier to consume materials. We personally use Mindtickle for onboarding as well as ongoing enablement.”

Technology has also played an important role in reporting and analytics for Cloudera. Mindtickle has enabled the sales enablement team to look at what their reps are doing, what courses they are watching and then reporting back to management on this.

“

When you see these reports, and they stack rank in the different regions, and the different segments by how many of their reps have completed versus started versus not started. That sends the message loud and clear to the field and everyone who has a stake. If you are a manager and you see yours at the bottom of the stack with respect to your reps learning one of our key new values drivers, then we’re providing a tool for our leaders to manage their teams. They can then go ahead and make sure their reps get the training,” continues Nilsson.

A final area where technology can really be leveraged is in certifying and testing reps. “

Most recently we’re rolling out certifications. We’re building courses on a particular topic and certifying the field on that course with an exam, or making them do a pitch presentation,”

explains O’Brien.

Results

“

Now we have a common framework and a common set of messages that 200 individual contributor sellers and the extended teams of sales engineers, solution architects, business development, inside sales, we’re all singing kind off the same hymn sheet, when it comes to who we are, what we do, and the problems we solve and the stories we tell,”

exclaims Nilsson.

 

“So when we’re out there, inspiring and teaching, it all sounds the same, from the CEO down to one of my SDRs. Today there’s a lot of excitement globally, just to be able to share stories because we’ve all have common terminology, language, and value drivers. It’s actually a wonderful place to be. Took us a while to get here, but now we feel poised as this very fast moving company that wants to continue to do that. We have a lot of hopes and dreams here at Cloudera and we definitely feel poised to be able to do that with all the things that we’ve invested in and around sales.”

5 Tips for Creating a World-class Sales Kickoff

Daniel Kuperman on December 5, 2016

world class sales kickoffI’ve had the opportunity to attend the sales kickoff and annual sales meetings of some of the best companies in the nation and have witnessed first hand what makes a sales kickoff (SKO) world class.
Whether you only have a dozen reps or a sales organization of hundreds of employees, the following five key takeaways are worth thinking about as you plan your own sales kickoff.

Tip 1: Pre-SKO preparations help set the tone

One of our clients had their COO record a 1-minute video on why the sales reps should be excited about the upcoming sales kickoff. This was followed by SKO pre-work sent by different teams (marketing, product, sales engineering, etc.) to help sales reps prepare for what was going to be covered during the SKO sessions.
As a result, energy levels were high leading to the sales kickoff, and some companies reported that over 90% of their employees had engaged with the pre-SKO content before the first day of the event. I can’t emphasize this enough – the pre-work leading to the SKO was a great way to get everyone excited about the live, in-person event.

Tip 2: Have a theme to drive the message home

Marketing folks know that a cohesive theme can help deliver an impactful message. Much like having a theme for sponsored trade shows, having a specific theme for a sales meeting can help create the right environment. For example, one of our customers had a theme “We Will”. Not from the Queen song “We will rock you” (although there was a hilarious opening session based on it), but for the meaning of the word “will” which communicates that the company is rallying around an aggressive growth plan. This theme of “will” as an action (as in “I will”), as an attitude (as in “willpower”) and as a statement (not “try” but “will”) was used and referred to throughout the event.

Tip 3: Make sure to add opportunities to socialize

At the end of each day have a social gathering, preferably at a different place, with plenty of drinks, food, and entertainment. You don’t have to overspend to create a quality social event if you pay careful attention to the venue, service, and food. These evening occasions can help put different teams together, remote employees finally meet their co-workers, and executives spend time with people they typically don’t meet on a daily basis.

Tip 4: Look for ways to reinforce your message and learning

As you plan the sessions for your sales kickoff, make sure it is contextual for your sales reps. Invite reps to relevant sessions based on what team or group they belong to (some sales engineers and salespeople may have different sessions). But it isn’t enough to just break people up, the content delivered is more impactful if it includes:

  • Tailored pre-reads for each session to the audience
  • Making sure all the presenters are experts in their particular fields
  • Leveraging technology to help deliver information, motivate people, and help them remember afterward;

For example one of our customers used the Mindtickle mobile app to push out the session slides to all mobile devices. They followed it up with quizzes and polls to measure feedback and engagement from the team. More importantly, each content, quiz, and the poll had points associated and the more a person participated the more points they earned.
These points translate into a digital leaderboard that was updated and shared daily. This got reps more engaged and drove up participation during and after sessions, helping maintain the energy throughout the SKO.

Tip 5: Focus on alignment and energy

Sales kickoffs are a good opportunity to align the team for the coming quarter or year’s strategy. While this is important, it’s critical to combine strategy with energy.
Time a strategy session towards the end of the event, to help reinforce key messages from the top ranks about where the company is heading, the market opportunity, and key wins. Throw in plenty of awards and recognition for the top sales reps and lead into a “grand finale” that gets everyone energized and ready to start the year strong.

Your path to a great SKO

As you plan your own SKO think about your overall goal, how to tie everything together with a theme, and ways to keep your reps engaged throughout. There is one more thing to think about – what to do post-SKO.
One final piece of advice would be to keep the momentum going after the event by continuing to engage with the team. Give employees access to videos shown during the event, additional footage that was not shown at the event, and any other relevant content. It is never too soon to start thinking about your next SKO and I hope this blog has given you some good tips.
To learn more about planning for a successful sales kick-off meeting check out this eBook and webinar on 5 SKO best practices that are proven to work.

ForeScout Combines Technology & Role Play for Successful Sales Onboarding [Podcast, Part 3]

Abhinav Guru on December 5, 2016

In this 7-minute

interview Capovilla outlines:

  • How ForeScout’s 30 – 60 – 90-day onboarding program is structured;
  • What the pitch back is and how it’s used to keep new hires on track;
  • Her advice to new sales enablement directors on how to build an onboarding program from scratch; and
  • How ForeScout has leveraged technology in its onboarding.

To download or subscribe to the Sales Excellence podcast login to

Soundcloud

,

Stitcher

,

iTunes

or find it

here

.

forescout sales onboarding“

The best way to learn is to have the trainees apply concepts to real deals so we have them do teach back concepts. We do a lot  of these role plays where the trainees have to present what they’ve learned to their peers and it’s through that collaboration that the learning really starts happening.”

Renee Capovilla, Director of Sales Enablement at ForeScout, is reflecting back on what has been critical to ramp up their new sales hires quickly.  “Our goal is to really pack those first 90 days with a lot of learning and effective training and then get them out into their territory. But it’s about month six to nine that they start hitting their productivity targets.”

Ramping up new sales hires so quickly is no mean feat and Capovilla puts it down to a combination of effective learning and smart use of technology. “You want to know how they are using [their learning] on a sales call and the only way you’re going to know that is if they tell you. So the pitch back is so important for us, to hear what they are going to say when they get to the customer, a great way to reinforce the learning through listening,” she says explaining the importance of online role plays.

When prompted to explain her secret to success she offered humbly, “I think what I might have as an advantage is the fact that I enabled the technology sooner rather than later. Don’t feel intimidated to add technology early on, because it won’t just help with the cycle time.”

How ForeScout Achieved Sales Delivering a Consistent Pitch [ Podcast, Part 2]

Abhinav Guru on December 5, 2016

In this 5-minute

interview Capovilla outlines:

  • What their 30 – 3 – 30 corporate pitches are;
  • What is covered in ForeScout’s corporate pitch certification program; and
  • How their scorecard works to ensure all their new reps are on the pitch.

To download or subscribe to the Sales Excellence podcast login to

Soundcloud

,

Stitcher

,

iTunes

or find it

here

.

sales excellence forescoutAs Director of Sales Enablement at ForeScout, Renee Capovilla was set an ambitious goal. “The goal was that when asked about ForeScout and what ForeScout did –  a consistent message would come out. And so we have this corporate pitch program which serves as a framework to which we present our capabilities, our differentiators and our value to our customers.”

Capovilla not only took on the challenge but developed a company-wide corporate pitch certification program. But this isn’t just a quick elevator pitch. It’s a detailed three-part process that all sales reps are required to be certified in within their first 30 days.

“It enables that discussion around the security buyer’s challenge, we present use cases, the current infrastructure gaps that could be occurring and then we help walk the customer through how Forescout can uniquely address each one of them.

It’s really more than just a pitch. It’s taking our customers on a journey of our security platform.”
Listen now

to hear how Capovilla introduced and implemented a company-wide corporate pitch certification program.

ForeScout Turns A Players into Superstars with Sales Playbooks [Podcast, Part 1]

Abhinav Guru on December 5, 2016


In this 12-minute

interview Capovilla outlines:

  • The  6 core elements to ForeScout’s sales excellence
  • How their sales playbook helped the business scale
  • When is a good time to develop your businesses playbook
  • What your sales playbook should include

Listen now

to hear how Capovilla has used their sales playbook to turn A Players into Forescout superstars.

To download or subscribe to the Sales Excellence podcast login to

Soundcloud

,

Stitcher

,

iTunes

or find it

here

.

Forescout sales enablement“The goal of a sales playbook is to capture and certify what your top performers are saying, asking and doing at every stage of the sales cycle.”

Renee Capovilla is Director of Sales Enablement at ForeScout and she came up with the concept of a sales playbook when she was a one-person team looking to scale their sales team quickly. She’s since taken the playbook and created the company’s own ‘sales university.’ Core to the sales playbook is the sales process.

“The sales process has to be the representation of your top performers so it’s going to be as detailed as it needs to be to capture what they are doing, saying and asking,”

explains Capovilla. “The playbook’s main objective is to drive excellence throughout the sales process. The playbook begins at the onboarding program. It’s the basis for developing the university courseware and the reference coaching guide that drives our overall process and best practice application post the onboarding experience.”

“Our sales playbook has enabled us to give clear direction and guidance on what the rep should do say, do and ask it at every stage of their sale cycle, replicating the best of the best.”

How Field Sales Enablement Differs from Inside Sales Enablement

Shyam HN on December 5, 2016

Sales Enablement needs of field reps are far more complex than that of inside sales teams. Inside teams are in close proximity to their managers and mentors. Field reps, more often than not, are left to their own devices to ensure their readiness to close a deal.

Difference_between_inside_sales_enablement_field_salesKnowledge baselining and message calibration

For large events such as onboarding or a new product launch, businesses often prefer to interact in person so field reps are flown in, taking them away from valuable selling time at considerable expense. As inside teams are often located in the same place, these initiatives still require an investment of time, but it’s generally far less disruptive than for their field counterparts.

It’s one thing to fly reps in, but to then convey a large volume of information and expect them to digest it, take it back to the field and apply it is a big ask. The forgetting curve kicks in if there is not adequate reinforcement, which often means the new knowledge isn’t applied in sales conversations. As inside reps are in close contact with their peers and their manager, there is more opportunity for these issues to be identified and addressed quickly. That’s why it’s more important to consider how to make baselining and calibration more effective for field sales teams.

One way that’s proved to be effective, while also making use of the valuable time in the office, is to use a

flipped classroom

. This approach allows you to actually calibrate and get the reps on the message rather than just talking them through it from a lectern. Where it’s possible, like before a sales kickoff, you can even give them some pre-work so they already have some background knowledge before attending the sessions.

Refreshing

To overcome the forgetting curve refreshing is important for both field and inside sales reps, and the same techniques are effective for both teams. The main difference for field sales reps is that the way the information is reinforced needs to fit in with their work day. This is where leveraging technology that enables reinforcement initiatives to be mobile is helpful. The technologies can be applied just as readily to inside sales, which makes it more efficient for the sales enablement team as well.

Communication

Because field reps are often physically isolated from their colleagues and managers, communication plays a crucial role in their sales readiness. And when you’re communicating something you want to ensure that every update is applied to sales conversations in a consistent way across the region. Because sales managers can’t have these conversations in person with their field reps technology is the best bridge to meet this challenge. But before turning to technology, it’s important to have clarity on what type of behavior you’re hoping to achieve and how the information needs to be used by the reps, as this will dictate the design of your communication program.

For example, if your team’s win rate vis a vis a competitor is on the decline and you learn some new insights about the competitor that may be useful, you need to determine the most effective way to communicate this. One way could be to just tell them the information like “Competitor X has launched a new feature”. This disseminates the information but doesn’t help you understand or control how each of your reps uses the information.

Some effective ways that this could be communicated include videoing an example of how the information could be leveraged in a customer discussion. Alternatively, you could set a small mission for your reps, where they video how they would handle a customer objection using the competitor information. This provides you with a way to actually see how they apply the information and provide actionable feedback.

Another aspect that can be helpful is reverse communication. Again technology can be leveraged to poll reps to obtain their feedback on important issues. This can also increase engagement by giving them an opportunity to be heard.

Similarly, success stories are another great way to share information peer to peer. So if a rep in Boston has a big win they can make a short video explaining how they did it so reps in San Francisco can learn and use those special nuggets in their customer conversations.

Coaching and Accountability

Coaching is very challenging for managers of field sales teams, but it’s critical for reps to receive actionable feedback on their command of message and process. As managers aren’t able to monitor or see what their field reps are doing every day, technology is an important tool that can help them coach and evaluate performance effectively.

In many companies, sales enablement looks after organization-wide coaching and accountability initiatives, but there’s still a large role for sales managers in one on one coaching. For example, there may be local factors that influence customer conversations, such as a specific competitor, that require coaching on message. In these instances, technology allows managers to set localized missions to train their people. They may select a specific topic for a week and roll out a role play for the reps that it’s relevant to. The manager can then evaluate them and provide feedback at an individual level, even if they’re in a different city, state or country. It’s a powerful way to incrementally improve the performance of their team members and identify and address weaknesses before they become larger issues.


New Hire Orientation Template – What Every New Hire Should Know

Shankar Ganapathy on December 5, 2016

New hire orientation, sometimes called employment orientation, is a chance to make a positive first impression that will have a long-lasting impact on your employees. According to The Wynhurst Group, “22% of staff turnover occurs in the first 45 days of employment and the cost of losing an employee in the first year is estimated to be at least three times salary.”

This means that dropping the ball on orientation for new employees can be a major factor in terms of whether employees hang around for the long term or treat their job as simply a stepping stone to something bigger and better.

Mindtickle Ramp Time EBook

A stellar employment orientation program is a chance for you to really make your new employees feel welcome, happier, and more productive. Happy employees lead to customer happiness and more top-line revenue impact! The question is how do you get them there?

New hire orientation programs are no longer about filling out forms and signing policies. Pushing the envelope means moving beyond merely completing a new employee orientation checklist or hosting death by PowerPoint marathon new hire training events.

Today, onboarding managers need to conduct a well-designed, centralized, and cohesive orientation program, well beyond the scope of a new employee orientation checklist.

Don’t be shy about leveraging technology to facilitate your orientation program. Thanks to a tech-savvy workforce, organizations are using technology as an integral part of their new hire orientation programs.

To get you started, we created a new hire orientation template with all of the foundational topics required to bring in new hires in a way that makes them feel welcome, fully briefed on expectations, and poised to succeed.

Use this template to include all the key topics that are important to cover for new hire onboarding. With the basics nailed, you can focus on putting the icing on the cake!

What every new hire needs to know

  1. Welcome
  2. Company history
  3. Leadership
  4. Culture
  5. Documentation
  6. Compliance
  7. Policy

Topic 1: Welcome

Greet new hires with an enthusiastic reception! Make sure that the orientation for new employees process starts with a warm welcome and don’t wait for Day 1 to get started! You can put together a welcome kit and ensure that it reaches the new hire before their start date.

The first days can be exhausting and overwhelming for new employees, so don’t overdo it. Instead, focus on reassuring the new hire that they have made a great choice, they are where they belong, and as a company, you are happy to have them there. Beyond the initial welcome, you should also provide some high-level information on the business including its mission statement and where the company is going.

Also, help your new hires start to build the relationships that will be critical to their success and productivity. Introduce new hires to their colleagues and allow time for them to observe and ask questions. The more familiar a new employee is with her department, co-workers, and job expectations, the more likely she is to be productive right from the start.

Topic 2: Company history

Highlight the positive history of the business. Every company has a lot of history behind it and everyone loves a good story. Even start-ups have stories they can draw from. Offer background on how the company made it to the point where it is today. Provide linkage between the past, present, and the future by telling stories about the company from the past and where the company is investing for the future. Explain WHY you do what you do.

This is also a great opportunity to bring out employees that have dedicated their careers to the company, to show what longevity and commitment truly means. Your best employees have the potential to be your best trainers. By utilizing your top employees, you can grant your organization access to the most efficient and successful ways of serving customers!

Topic 3: Leadership

Introduce the leadership team. The leadership team of any organization is going to make or break what employees think of the company that they work for. When your leadership team is able to connect with and inspire new employees, the company is going to be better off for it in the long run. Ensuring that the orientation process provides employees with a chance to connect with senior management will help them better understand the organizational structure, culture, and overall management vibe.

Time-strapped and/or geographically distributed teams can streamline the onboarding process for leadership by codifying the key messages into videos and engaging the team in the content production process. This is particularly practical when you are dealing with a higher volume of new hires. A video is an excellent way to communicate the excitement and passion that is driving the organization.

From a personal touch standpoint, you can create social forums and discussion boards and let the entire team participate in the assimilation of a new hire. This also allows leaders to focus on important things like strategy and vision with a personal touch while ensuring that employees are supported for success.

Topic 4: Culture

Provide information regarding business culture. No two companies are the same from a cultural perspective. Some companies are going to be more formal, while others will be very laid back. It is important to inform your new hire for company traditions such as casual Friday or where people all go to lunch together on Tuesday. No one wants to be the new person that has to figure these things out on their own as they go. Teaching new hires about traditions and culture is often overlooked in the onboarding experience!

The type of culture that a company has should be highlighted during orientation so that new hires can have an understanding of the work environment. The more that they know of the culture, the better they are going to be able to fit in and grow with the company.

Topic 5: Documentation

Address formalities from a document perspective. Documentation is required as part of any new job. Now is the time, during orientation, where you can have your new hires come prepared with all of the documents that they need. Getting these formalities out of the way in a strong pre-join program can make for an even easier onboarding process.

Topic 6:  Compliance

Offer information about compliance. Providing information to new hires regarding what is expected of them to maintain compliance will help your new hire avoid confusion down the line as well as costly legal problems. The new hire orientation coverage of compliance should start with a talk about information security. Things such as the law regarding competition and anti-bribery are also important areas to focus on. Health and safety precaution concerns should also be addressed. Be sure to do adequate research on any applicable compliance laws that may be specific to your organization.

Topic 7: Policy

Highlight company policies. Every company is chock full of policy and it is usually more than one can memorize. It is important to at least go through key policies at a high-level during new hire orientation. Consider touching on topics such as leave, sick time, and vacation time so employees know what to expect. Also, show new employees how company policies apply to their departments and their specific job functions.

The other areas of company policy to cover should include travel policy, expense reporting, and reimbursement policies. There may also be policies regarding internet usage, rewards, and recognition opportunities, as well as employee referral opportunities. When it’s all said and done, the most beneficial information on policies will be where the new hire can go to find answers to their policy questions.

New hires have an uphill climb to productivity. With all the information they are expected to absorb they can easily feel overwhelmed.

A good employee orientation program answers your new hire’s initial questions while giving them a structured runway to become familiar with their new role. Having a welcoming and informative new hire orientation will set up your new hires for success in the short and long-run! And if you’re still looking for more resources for when it comes to new hire training and onboarding, take a look at the sales onboarding checklist here. 

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