The First 30 Days and Beyond…

In my last blog, I talked about some good pre-employment screening ideas. Let's continue on that theme and talk about the orientation process. The first 90 days for a new employee are critical for the long-term success of a new associate and their respective organization. It also provides a road map for success (or failure) of that new sales person.

Here are some things to think about as you bring on new associates.

1. Before a new hire's official first day, start to send them emails to their home email about important notes and meetings. Additionally, if you use blast voicemail distribution, add that person to the voicemail list so they can hear some of the prior week's messages on their first day. This will give them a chance to get a feel for what is going on.
2. Order and have ready many (if not all) of the items they need. On my first day at The Brooks Group, my office was set up. I had my cell phone, laptop, instructions for voicemail and email, business cards, as well as office supplies. What a great feeling! Show your new team member that you took the time to prepare for their arrival.
3. Set clear and objective short-term expectations. For example, our Assessments for hiring and coaching are probably the most critical offering we have. It was made very clear to me not only during the interview process, but during my first week, I needed to obtain my certifications in these products and processes. Understanding their importance, I made gaining my certification my first concrete goal to achieve.
4. One thing I have come to appreciate about The Brooks Group is the variety of skills and facilitation styles possessed by members of the team. I learn something new from each of the salespeople almost everyday. There is a benefit to not having a new hire sit-in on sales calls with the same person all the time. Mix things up a bit. People learn more new things from different personalities.
5. Do not expect a new sales person to reach the same sales objectives as your most seasoned veterans. A season vet should make and exceed a higher goal each year. For a new person to be given the same goal as an eight-year veteran is not realistic in most industries. Giving a new team member an unattainable goal can be very daunting and may carry negatively for a long time to come. On the other hand, giving a new team member a realistic and exciting goal builds confidence and enthusiasm.

In closing, if you have been around a while, you know this economic situation is just a part of a cycle and it will pick up again. Ask your self this question: If it takes one year or 18 months to get a new person up and running in a market or industry, is now the time to hire someone in time for the economy when it picks up again?