Sales Enablement: 5 Key Practices to Gauge the Impact of Sales Training
The entire business scenario in the world today is subject to change/evolution, of an uncompromising, and unrelenting nature. And it is in order to effectively adapt to evolving trends, that organizations must be aware of all external, as well as internal aspects of their respective businesses. One such aspect is that of Sales.
The onset of various types of technologies–and media that they cater to–have levelled the playing field for business in a big way, thereby also raising the bar of competition. And Sales is probably one aspect of business that is most affected by this scenario, owing to the high dynamism that prevails over the field itself. Sales enablement training therefore, automatically becomes a focal point of any major organizational change today.
Sales training is an age-old learning component for organizations; one whose business scope and relevance are already well-established. In the rapid dynamism of today’s scenario however, it is becoming more and more imperative for organizations to constantly monitor the impact of their respective Sales training practices, therefore enabling effective periodic changes/tweaks to the existing template. Here are 5 ways for organizations to effectively measure the business impact of Sales enablement training:
More to sell
If the title is any indication, improved sales themselves are the most obvious sign of an impactful Sales enablement training. The skills and knowledge that employees receive, result directly in effective field performance; a consequence of which, is more sales. The way in which Sales training impact can be linked to increased sales, is by associating various objective elements of the sales increase, (individually) with the corresponding skills that are imparted through the training. This allows organizations to form a clear, as well as specific picture regarding the workings of their existing Sales training program.
When it comes to new Sales recruits, there is usually a certain period that elapses between the completion of their training, and their first effective piece of contribution to the organization, in their capacity as Sales executives. Understandably, it does take some time for recruits to become adept in applying the skills that they have learned–a take-off period, so to speak. This time period can however, be reduced by a good extent, provided that the training administered is engaging, as well as intuitive enough for learners to be able to make the most of every engagement scenario that they face. Co-incidentally, this also allows organizations to indirectly gauge the efficiency of their Sales training program is, at a given point of time.
Less time, more productivity
Effective Sales enablement training enables employees to make more informed on-field decisions, as well as better analyze engagement situations. This boosts their overall productivity in a time-efficient manner, as they require less time to accomplish tasks. Organizations must track, and maintain concise [individual] data records of the relationship between work done, and the corresponding timeframe. This will bear a clear reflection of exactly where an organization’s Sales training stands, with respect to business impact.
Retention of strength
Sales training is, in its essence, a continuous process, ever-changing to keep organizations in step with the changing business scenario. In this context, it may be useful for organizations to look specifically toward their strongest (most effective) Sales executives. These individuals are, due to their high acumen, already a cut above the rest. Such employees tend to steer away from mundane, and dated training course content; choosing rather to continue functioning at their existing level of high productivity.
However, if the training course itself is such that it effectively engages, and adds to the existing skill base of strong performers, then the organization will automatically receive their gratitude in the form of loyalty. Analyzing engagement trends among the stronger Sales executives, will give organizations a ready reckoner with regards to where their Sales training program, in its current state, stands.
Direct learner feedback is one of the most effective ways for an organization to understand the potential impact of its Sales training program. Feedback can be taken in one of two ways:
This can be in the form of questionnaires, forms, or other online data collection methods.
This involves having face-to-face sessions with Sales teams (individual members, team leaders, or managers)
The objective of feedback collection is to obtain opinions from the concerned parties, in a form that allows for the generation of relevant, and quantifiable results.