Summary
Transformed new hire onboarding process with intensive additional training which improved the early success of new employees by 50%.
Skills Demonstrated
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Problem Statement
Current State
In current state, new hires receive 3 weeks of high level training on organizational structure and customer offerings. This results in a low rate of early success for new employees and a high early turn-over rate.
Gap
Current training is essential, but very high level and lacks the specifics of their role and daily activities related to supporting the customer journey.
Individual managers absorb the responsibility of filling in all of the gaps on the specifics of the job, while also managing performance for the overall team.
Desired Future State
After the 3 weeks of initial training, new hires will receive additional training on the specifics of their role and daily activities in supporting the customer journey which will include classroom learning, practice in a training setting, observation with tenured staff, and additional coaching on calls with customers.
Several managers will work together training in groups with each batch of new hires offering the benefit of multiple perspectives specialties.
My Contributions
Results
Challenges
There was an early perception that large blocks of new hire’s time off of the phone with prospective customers will hurt team performance.
Resolution/Outcome
Outcome: Successful – Cut time for new-hires to be fully-skilled by 50%.
Timeline: On-Time (3 months from concept to delivery)
I worked in collaboration with a team of sales managers charged with identifying the biggest knowledge gaps that prevent new hires from being successful and developing training materials and methods to better prepare them for early success