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Blended learning approaches aren’t new, but given the problems it includes, we’ve seen a lot of opportunities to use them in new and innovative ways. The pandemic piqued interest in already-existing hybrid models (a mix of virtual instructor-led, digital, collaborative learning, and so on) and provided a testbed for their efficacy. Thanks to the on-demand and collaborative sales training models, we’re seeing better outcomes, participant involvement, and satisfaction scores for sales training and sales management training programs.
But do these advantages apply to all types of staff training? Can we onboard new sales reps effectively in a hybrid world, especially when we require them to speed up in a complex selling environment?
In a recent webinar, Jonathan Carlson of Allego discussed what the hybrid world implies for onboarding new sales reps. He stated: “We all need to be open-minded and flexible in thinking about how we bring teams together when we’re distributed and hybrid – and how we get our new hires up and running even faster than we did with previous models.”
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Onboarding Challenges in a Mixed World
It’s more than just presenting content when it comes to onboarding. It entails learning about the company’s culture, interacting with coworkers, and engaging with processes efficiently. Integrating into a company’s culture and obtaining a sense of what motivates the leadership and the workers there is a vital part of working there. In a hybrid world, replicating those brief but crucial informal contacts is a massive component of onboarding.
So, how long does it take to get a salesperson up to speed? The answer is that it varies, but a decent rule of thumb is to add at least 90 days to the average length of a sales cycle. One thing to think about is how the representatives will be trained and coached throughout the ramp-up time, not just during the initial onboarding period.
According to Allego’s research, new workers took twice as long to become productive during the pandemic, and sales leaders claimed that getting new hires up to speed was more difficult. However, the sales training industry is already devising strategies to alleviate the issues and reduce ramp-up time.
Less than 5% of occupations can be automated in their entirety, but within 60% of jobs, at least 30% of activities could be automated by adapting currently demonstrated technologies. But as some jobs decline, the economy will continue to create others. All workers will need to adapt as machines take over routine and some physical tasks and as demand grows for work involving socio-emotional, creative, technological, and higher cognitive skills. [Source]
The recent announcement by the nearly 200 CEOs of the Business Roundtable committing to considerations beyond shareholder value reflects a growing recognition of the need to invest in people training and development. [Source]
How can organizations better prepare for what’s coming? For starters, they should embrace a more expansive and dynamic view of their talent supply—one that tosses out the usual preoccupation with titles and traditional roles and looks instead at the underlying skills people have. Indeed, we find that when companies start with skills—the ones they need, the ones they have, and how the mix may change over time—they can free up their thinking and find more creative ways to meet the inevitable mismatches.
Those who do independent work by choice (free agents and casual earners) report greater satisfaction with their work lives than those who do it out of necessity (the reluctant and the financially strapped). This finding holds across countries, ages, income brackets, and education levels. Free agents reported higher levels of satisfaction in multiple dimensions of their work lives than those holding traditional jobs by choice, indicating that many people value the nonmonetary aspects of working on their own terms.
Although corporate leaders have talked about skills gaps for years, the spread of automation and artificial intelligence is prompting some of the biggest companies — including Amazon, JPMorgan Chase, SAP, Walmart, and AT&T, to name just a few — to take action, not with small pilots but with comprehensive plans to retrain large segments of their workforces. These programs signal that the “future of work” is no longer an event on the distant horizon. It’s already here.
It’s no secret that recruiting and retaining talent is critical to an organization’s success. After all, an organization is only as strong as the collective talent of the people who work there. So how do you recruit and retain great talent? Well, LinkedIn studied that exact issue and found that the most common reason a person leaves an organization is the same as the most common reason someone joins an organization: career development, or lack thereof.
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PlayAblo™ LMS now offers Ready to Use Learning Courses
Building new courses from scratch is hard work. We know it. Which is why PlayAblo™ LMS now comes bundled with multiple soft skills courses like POSH Training, Effective Communication, Time Management etc. Reach out to us and see how you can get our soft skills training courses bundle for FREE!
Learn about: 1. Evolution of eLearning 2. Approach to selecting an LMS 3. Learning traits of your workforce today 4. Implementing, Boosting adoption and Ensuring success of your LMS Platform.
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