Sales management · Sales training and development
Judge training by what reps do afterwards, and choose a trainer who will stay for the follow-up.
Training evaluation asks four questions: did the reps like it, did they learn it, are they doing it, and did it change results. Vendor choice scores outside trainers on fit, industry and follow-up. This page covers the four checks, a reinforcement plan and a scoring sheet for trainers.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Training evaluation asks four questions: did the reps like it, did they learn it, are they doing it, and did it change results. Vendor choice scores outside trainers on fit, industry and follow-up. This page covers the four checks, a reinforcement plan and a scoring sheet for trainers.
A fertiliser dealer in Raichur paid a Bengaluru trainer for two days on consultative selling. The feedback forms said the trainer was excellent. A month later no rep had changed how they spoke to a farmer, and the owner could not tell whether the money had been wasted.
The forms measured only the first of four things. Learning means a short test; behaviour means the manager watching real visits; results means orders and margin against the baseline. The sales manager runs the checks and the owner reads the answers.
This closes the training cycle that begins with the needs assessment and the objective sheet. It replaces the happy-faces form as the only evidence, and it gives you a way to pick the next trainer.
Where this sits
Topic 5 of 14 in sales management: sales training and development. Planning, running and judging training for the sales team, from the manager's side.
- The topic before
- Recruitment and selection
- The topic after
- Motivation and coaching
If you want this done for you
New joiners are trained by whichever senior rep has a free hour.
The work
What this is actually like.
“Liked it is the weakest signal”
A funny trainer scores well and changes nothing. A hard trainer scores badly and changes a lot. Use the reaction form to fix the logistics, then look to the other three questions for the verdict.
“Reinforcement is where the value sits”
A rep forgets most of a workshop within weeks unless the manager brings it back. Put three follow-ups into the diary on the day of training: a quiz in the first week, a joint call in the second and a check on orders after a month.
“Count the lost field days”
Add the fee, the travel and the visits not made. If twelve reps lose two days each, that is twenty-four rep-days of orders you can price from your own sheets. It can be bigger than the fee.
“Ask for a reference you can ring”
A trainer should give you a former client in your trade or a similar one, and you should call them. Ask what changed afterwards and whether the trainer came back. Local chambers and your own suppliers can point you to trainers they trust.
What we do
What you end up with.
The documents this topic produces, what each one is for, and how you know it is finished.
The four-level evaluation sheet
Four columns for each programme: reaction, learning, behaviour, results. Each holds the question, the measure, who measures it and the date. Filled in when the programme is planned, not afterwards.
Result: Finished when the results column names a number that exists in your records today.
The reinforcement plan
A dated list of follow-ups: quiz, joint call, role play, order check. Each with the manager who owns it.
Result: Finished when the first follow-up has a date in the diary before the training starts.
The cost and return sheet
Fees, travel, materials, field time lost, against the change in orders or margin for the next quarter.
Result: Finished when the owner can say yes or no to a second programme from this one page.
The trainer scorecard
Rows for fit with your trade, local language, examples from your industry, follow-up after the day, reference call and fee. Scored 1 to 5 by the owner and sales manager separately.
Result: Finished when the choice between two trainers is made from the sheet, not the sales pitch.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
When should we not hire an outside trainer?
How soon can we judge the result?
Is a certificate worth anything?
What if the trainer will not follow up?
How much does it cost?
How long is the contract?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Where to go next
The work that carries this topic further.
The rest of sales training and development
Or read all of sales management.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.