Realising role readiness for new hires in global technology sales
Case Study | #technology
Context & challenges
Our client came to us to reimagine their onboarding programme. We needed to ensure that new seller readiness was a priority, as their existing asynchronous programme left both new hires and their managers lacking confidence with customers, the product, and the team.
The paradox: while onboarding is crucial for new sellers and deep understanding takes time, every moment invested in onboarding is a moment diverted from actively selling. We needed to connect new hires to the culture and processes quickly, while also setting them up for long-term success in their role.
Solution
Solving the ‘sales onboarding’ paradox required two things:
- Effectiveness
- Efficiency
Our approach? Flip the learning and the content. This involved revamping the original programme into four distinct learning module, that allowed participants to digest learning before meeting with experts to practice and ask questions.
To tangibly measure the participants’ sales readiness, we embedded evaluation components throughout the modules in the form of a task-based certification workbook. Not only did this prove effectiveness, but it also offered regular touchpoints between participants and managers to evaluate understanding, track application, and ultimately build confidence.
Engagement was the last piece of the puzzle. In addition to reimagining the programme’s content, we implemented consistent branding for all components of the onboarding journey — from the central hub through to single takeaway documents. The brand identity was driven by the same principles as the programme itself, and focused on steering new hires through the journey with clarity and coherence.
Results
The reimagined programme was the impossible solution to the paradox. From fragmented, passive learning to a smooth, practice-led journey, the final sales onboarding was truly transformed — and transformational.
The new combination of eLearning and facilitator-led learning drove engagement, empowering new hires from different geographies with the time and resources needed to build both capability and confidence quickly. The new programme identity reflected the shift to a more engaging hybrid learning model, contributing to improved uptake, retention, and learner experience.
What participants said
“Cegos were quick to learn our business and provide valuable input in the areas of strategy, design, and implementation. Working with the Cegos team feels like you have a powerhouse of A-players supplementing your team. Not only do they provide quality work, they are a delight to work with.”
-Senior Manager, Global Sales Excellence