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1. Motivation Fact: Without motivation there can be no learning at all. If the experienced salesperson does not recognize the need for the information, the sales training effort will be in vain. How salespeople perceive the rewards of learning form the basis for the motivation to learn. Heightening the salespersons performance expectations can have an impressive effect on their achievement in learning.
What You Can Do: When salespeople are made aware that their learning will be assessed, their motivation to learn as well as their ability to transfer learning will be enhanced.
In other words, what gets measured gets learned. Provide a pre-training assessment that clearly and accurately points out skill gaps that exist. It is also effective to give salespeople a clear understanding of what they will be learning in advance of the onset of training. As an example: Read the book that accompanies the training program before the training rather than after. 2. Reinforcement Fact: Follow-up reinforcement after training has proven to prevent relapse into old behavior. Reinforcing behavior change starts in the classroom by creating an awareness of why certain behaviors need to change. In addition, it is particularly helpful when the manager of the salesperson did the follow-up as it signaled to the salesperson that the transfer of learning is important and that the salesperson will be held accountable for it.
What You Can Do: Provide field managers with reinforcement tools in the form of exercises, quizzes and field based homework. If they have remote salespeople that report to them, provide them with Internet training capability for conducting the reinforcement and reviewing the exercises, quizzes and homework. 3. Retention Fact: 87% of learning is forgotten in only 30 days. Studies of retention demonstrate the impact of training that lacks a systems approach to reinforcement and learning transfer. Without these elements, 87% of learning is forgotten in only 30 days following the training event. Similar research indicates that even though the reactions of salespeople were positive to the training, no differences were observed in the behavior of trained groups and non-participants without a systematic approach to post training follow-up. What You Can Do: In addition to what has been previously mentioned, provide an assessment that measures both knowledge gain and the salespersons ability to apply the learning. Do this about 12 weeks following the initial launch of training. Give salespeople and their managers the assessment feedback as well as additional exercises and field assignments that will fill any learning gaps that are uncovered by the assessment. 1-800-232-3485
http://www.actionselling.com 2008, The Sales Board, Inc. 3 of 4 4. Transference Transference is the salespersons ability to use the information that was taught in their work-related activities. Obviously, this is the principal goal of training salespeople. There are three elements that are critical to transference: a. Salespeople must have expectations of follow-up activities and assessment that measures mastery of the skills being taught. b. Training must allow the salesperson to immediately practice the skills in their work environment. c. Managers must require them to demonstrate the use of the knowledge in the field. What You Can Do: Training activities that help make the connection of the learning to the work experience are effective. However, transfer is dependent on the post-training environment and manager support is considered a key environmental factor that impacts the transfer process.
Therefore, managers must be provided with information and training on how to respond to each salespersons educational needs. They must be provided with the tools that will help their salespeople achieve mastery of the skills being taught.
I If f Y Yo ou ur r S Sa al le es s T Tr ra ai in ni in ng g D Do oe es sn n t t I In nc cl lu ud de e T Th he es se e E El le em me en nt ts s, , D Do on n t t D Do o I It t! !
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P Pr re ep pa ar re e: (Prepare salespeople and managers) Students complete the online Benchmark Assessment Students complete the online Action Selling Skills Survey Students read the Action Selling book The Action Selling trainer conducts interviews with the managers and salespeople T Tr ra ai in n: (Mass Learning) The trainer facilitates Action Selling training with managers and salespeople Students learn the Action Selling Process (sales process that consistently wins sales) Best Sales Practices are documented and shared with sales team R Re ei in nf fo or rc ce e: (Spaced Learning) Students complete 12 online Action Selling Skill Drill Modules Students utilize Audio, DVD, Best Sales Practices and Plan to Win/Replay the Call forms to reinforce skills leaning Students complete field level exercises to improve skills transfer Manager reinforcement and coaching tools reinforce sales force development Students prepare for the Action Selling Skills Assessment A As ss se es ss s: (Measure Learning) Students complete the online Action Selling Skills Assessment Assessment results are discussed between the students and managers to prepare for certification C Ce er rt ti if fy y: (Fill Learning Gaps) Students complete the online Certification Exercises, fill learning gaps and prepare for final certification Students complete the Final Certification Students that score 75% or more certify others retrain and reassess Future training options are evaluated after needs analysis Conclusion
Unless your learning plan has effective methods for Motivation, Reinforcement, Retention and Transfer, you are wasting your time and your companys money.
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