How To Integrate New Employees

When amalgamating new sales staff into your company

, it is important to make certain a high level of inspiration is maintained and staff preservation remains good. When staff attend sales training courses they often talk about how well they feel they were integrated into the company.What is the point of going to a great deal of effort to recruit new salespeople when you do not then make enough effort to integrate them into the company?Many new salespeople often get the impression that the intense interest shown in them as a job applicant soon fades when they actually begin work. They consequently lose motivation early on and think about handing in their notice.Integration is successful if, at the end of the introductory period, the new salesperson is fully aware of his responsibilities in the sales department. Also if you have managed to iron out any gaps in the salesperson's knowledge and ability. Lastly if the salesperson has formed a bond with the company, knows the company philosophy and how it works.Two methods of integrating new sales representatives, particularly favoured by sales managers are. The motto behind this is that "The good ones cope and it does not do the others any harm". This attitude can be dangerous. Sales managers who have been working for a specific company for years often have no idea of the kind of information a new salesperson needs in the initial stages.Failures on the sales front early on, are not automatically attributable to a lack of qualifications and enthusiasm; often these can be put down to a lack of information! 2. "THE SPARING STRATEGY" The salesperson is spared initially - the sales manager does not give him any concrete tasks to fulfill, but recommends instead that he has a look around and makes himself useful wherever possible. This leads to a debilitating under use of the salesperson's abilities. New sales staff are tremendously enthusiastic to make their mark. Overloading a new salesperson in the initial stages has fewer detrimental effects than under loading him.Draw up an induction programme that stipulates the order in which the new sales executive will take on responsibilities, and the length of time he will have to come to grips with each one. Make a note of the additional sales training and development a salesperson needs and how these will be achieved.At the end of each part of the induction programme have a feedback discussion. The following rule should be applied to the content of such discussions - "Whenever possible give positive feedback and praise the salesperson's positive conduct." Of course, you should also use feedback discussions to criticise certain things. Be tolerant, so as not to put the new salesperson on the defensive.Tell your new salesperson that making mistakes at the beginning is not catastrophic, since it aids the learning process. Make it clear to the salesperson that mistakes made during the induction phase will in no way effect his later overall assessment.Encourage the new sales executive to make suggestions about his own work, during the feedback discussions. The aim of the induction programme is to allow the sales representative to show initiative. You cannot begin to encourage initiative early enough. Also encourage the process of continual improvement. Many new sales people are initially keen to learn and develop new skills only to become entrenched in the same techniques within months. This reduces their potential to continue to develop. Discuss an ongoing development plan and regularly review their sales training requirements.

How To Integrate New Employees

By: Richard Stone

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