Sales training and coaching · Hiring and onboarding sellers
Give each new rep three monthly targets and certify them on orders, not quizzes.
A sales onboarding ramp is a month-by-month plan that tells a new rep what to learn and what to achieve in the first ninety days. Certification means signing the rep off against real results such as meetings held and first orders. The page ends with a milestone calendar, a tracker and a certification log.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A sales onboarding ramp is a month-by-month plan that tells a new rep what to learn and what to achieve in the first ninety days. Certification means signing the rep off against real results such as meetings held and first orders. The page ends with a milestone calendar, a tracker and a certification log.
A building-materials dealer in Coimbatore hires a salesman and spends the first two weeks handing over a binder, a price list and a pile of brochures. The new hire shadows one visit, gets a territory on day eleven and is expected to book orders. Eight weeks on there are no questions from them, because they do not know whom to ask.
A ramp plan breaks the first ninety days into three stages with a result at the end of each. Month one might be: process and product learned, twenty visits shadowed. Month two: first independent quotes and a first order. Month three: half the target. Whatever your numbers, the month decides what gets learned this week, and nothing else is taught yet.
Certification is the signature at the end of each month. It checks results: meetings held, quotes sent, first orders closed. A quiz score is not a certificate. The odd rep who converts using a method nobody taught also gets noticed, and the method goes into the playbook.
The sales head owns the plan and a buddy from the team supports each hire. Before day one, the appointment letter is issued and PF and ESI enrolment is started where they apply; check the rules with your own adviser. It sits after the interview and before the new-hire playbook.
Where this sits
Topic 7 of 8 in sales training and coaching: hiring and onboarding sellers. Building the early team, hiring against evidence and ramping new reps.
- The topic before
- Coaching the sales team
- The topic after
- Training programme design
If you want this done for you
Get a new salesperson calling real customers, not still sitting through induction.
The work
What this is actually like.
“Teaching everything first buries the first order”
A new rep who has just sat through three days of product training cannot recall it when a buyer asks about lead times on day twenty. Teach what the next milestone needs and hold negotiation or credit terms until the month you expect the first such conversation.
“The rep needs to know whom to ask”
Introduce the new hire to the person who approves discounts, the accounts clerk who raises the GST invoice, the dispatch supervisor and whoever chases payments. A rep who knows these four people unblocks their own deals instead of waiting for the owner.
“Training time is working time”
Hours spent learning on the job count as hours worked and are paid. If you intend to recover training costs from someone who leaves early, the clause has to be reasonable and sit in the appointment letter before joining. Your labour adviser should read it.
“Ramp time is the number to track across hires”
Time from joining to the first order, and to a target of half the territory, tells you whether the plan works. Compare each hire with the one before. If the third hire ramps slower than the first, something in the plan or the hiring has slipped.
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 milestone calendar
Three columns for month one, two and three. Rows for what to learn, who to meet, the result expected, and the sign-off date. Later skills such as negotiation are scheduled in month five or six.
Result: Finished when a rep can see this week's task and the result it leads to.
The buddy and who-to-ask list
Names and roles for discounts, credit, dispatch, accounts and collections, with an hour in the first week to meet each. The buddy is a teammate with a good record, not a manager.
Result: Finished when the rep has met every person on the list by the end of week one.
The milestone tracker
One row per hire: meetings, quotes, first order date, conversion, and the manager's signature for the month. Fill from your CRM or order book, not from memory.
Result: Finished when the numbers come from records.
The certification log
Gates per month, such as a number of meetings held and quotes sent in month one, the first order in month two, and half of target in month three. Date and name of the person who certified.
Result: Finished when a rep who misses a gate gets a written plan, not a silence.
The new practices note
When a rep converts using a method nobody taught, write down what they did and try it with two others.
Result: Finished when at least one such practice has gone into the playbook.
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.
What should the first month's gates be?
What if a rep misses a gate?
Do we need a formal certificate?
Should the buddy get paid extra?
How much does it cost?
How long is the contract?
How soon will we see results?
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 hiring and onboarding sellers
Or read all of sales training and coaching.
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.