Post–Training Implementation
Ensure Maximum Transfer of Training Through Behavioural Change
We encourage the concept that "training is a process, not an event" and work with our clients towards long–term skills development plans that have a positive impact on their people and the company's bottom line. To this end, many of our training programs include extensive post'training engagements to assist with the long'term training process.
The actual practice of applying the training to the field where it is practised with success over time is better known as the transfer of training, or learning transfer. In essence it is the crux of why training should be invested in the first place.
While many sales reps enjoy coming to training courses because they feel that they are getting new knowledge (and they are), far too few of them take that knowledge and turn it into increased sales revenue. The reason – effective training requires changing behaviours, and as human beings, our natural tendency is to resist this. Changing long standing behaviours is uncomfortable and awkward, especially so in front of potential prospects and customers.
The SalesForce model is one that encourages maximum transfer. Through a variety of methods, our programs are designed to enhance the learning opportunity by maximizing the potential that the participant will keep the training fresh and apply the concepts in the field. And, of course, see positive results and income growth.
Elements of Implementation can Include:
Management Consultation
Time spent with management to design and develop, in conjunction with sales management a post-training implementation program that monitors the effects of the training program by observing newly learned behaviours in meetings, one-on-ones and in the field.
Sales Meeting Facilitation
Attendance at sales meetings to review and reinforce the training process through a series of group post-training exercises.
In-field Observation
A SalesForce consultant will attend up to three sales calls per day with outside sales people to review process implementation, provide coaching and feedback to both the salesperson and the management. The time is generally budgeted to be 3 hours per call for observation, coaching and feedback to both salesperson and sales manager, and includes a formal written report.
Observation of Inside Sales People
A SalesForce consultant will observe inside sales calls for 1 hour, followed by 1 hour of coaching and feedback to both the salesperson and manager along with a formal written report.
SalesForce Partners
SalesForce Training & Consulting is pleased to partner with the following companies:
