First calls and evaluation of progress:

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By the middle of the second week, students typically make their first real calls. These initial calls are often challenging and far from perfect.

Your role is not to judge their initial performance, but to observe their progression in subsequent calls.

Expert advice

By the end of the second week, you'll usually be able to determine if the person is a good fit for the position. You can gauge whether they're adapting, learning, and improving, even if their initial calls were less than stellar.

This assessment also involves evaluating their comfort and confidence level. For example, you may encounter situations where a trainee excels in practice but feels uncomfortable when facing clients. In these cases, it is crucial to identify the underlying reasons, such as lack of experience or confidence issues.

Ultimately, you'll be able to tell if a student is making progress after about 10 or 15 calls.

If there is no improvement or if they continue to have significant difficulties, their suitability vp engineering email list for the position may need to be reconsidered. This is a critical decision point in the onboarding process.

Third week: Advanced training and continuous training
In the third week, you can change your focus a bit. This is when you can introduce some in-house training and go deeper into the use of various tools.

At this point, the intensive onboarding process is almost complete. Beyond this stage, it’s on to ongoing training – think of it as honing your skills!

Typically, at this juncture, tools that allow recording sales calls are started to be used .

During this phase, your coach can listen to recordings of your calls and provide you with ongoing guidance and training for the first three months.

Expert advice

Tools like Mojo can be invaluable, not only for recording calls, but also for generating insightful statistics.

For example, a crucial statistic in sales calls is the talk time balance. This is an essential metric to pay attention to.

A salesperson who dominates the conversation does not usually perform well.

It's vital to let the prospect speak. You ask some questions during the discovery phase, opening the door to discussion, but ultimately, it should be the prospect who shares most of their challenges and goals with you.

This is true no matter what you're selling. Maintaining a balanced speaking time is crucial.

You can also compare your sales team's speaking times to gain valuable insights into them individually. For example, if you notice that your top-performing salespeople maintain a 30% speaking time ratio, that's a powerful indicator and you should have the rest of the team aim to achieve it.

Additionally, these tools can automatically extract important keywords and objections from calls, providing additional analytical value.

When you have a large sales team, these tools can be instrumental in preparing for the medium term, especially from the end of the first month to the third. Instead of reviewing each call, you can focus on the insights generated automatically by these tools.