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F Fo ou ur r C Cr ri it ti ic ca al l E El le em me en nt ts s f fo or r E Ef ff fe ec ct ti iv ve e S Sa al le es s T Tr ra ai in ni in ng g

1. Motivation
Fact: Without motivation there can be no learning at all. If the experienced
salesperson does not recognize the need for the information, the sales training effort will
be in vain. How salespeople perceive the rewards of learning form the basis for the
motivation to learn. Heightening the salespersons performance expectations can have an
impressive effect on their achievement in learning.

What You Can Do: When salespeople are made aware that their learning will be
assessed, their motivation to learn as well as their ability to transfer learning will be
enhanced.

In other words, what gets measured gets learned. Provide a pre-training
assessment that clearly and accurately points out skill gaps that exist. It is also effective
to give salespeople a clear understanding of what they will be learning in advance of the
onset of training. As an example: Read the book that accompanies the training program
before the training rather than after.
2. Reinforcement
Fact: Follow-up reinforcement after training has proven to prevent relapse into old
behavior. Reinforcing behavior change starts in the classroom by creating an awareness
of why certain behaviors need to change. In addition, it is particularly helpful when the
manager of the salesperson did the follow-up as it signaled to the salesperson that the
transfer of learning is important and that the salesperson will be held accountable for it.

What You Can Do: Provide field managers with reinforcement tools in the form of
exercises, quizzes and field based homework. If they have remote salespeople that report
to them, provide them with Internet training capability for conducting the reinforcement
and reviewing the exercises, quizzes and homework.
3. Retention
Fact: 87% of learning is forgotten in only 30 days. Studies of retention demonstrate
the impact of training that lacks a systems approach to reinforcement and learning
transfer. Without these elements, 87% of learning is forgotten in only 30 days following
the training event. Similar research indicates that even though the reactions of
salespeople were positive to the training, no differences were observed in the behavior of
trained groups and non-participants without a systematic approach to post training
follow-up.
What You Can Do: In addition to what has been previously mentioned, provide an
assessment that measures both knowledge gain and the salespersons ability to apply the
learning. Do this about 12 weeks following the initial launch of training. Give
salespeople and their managers the assessment feedback as well as additional exercises
and field assignments that will fill any learning gaps that are uncovered by the
assessment.
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4. Transference
Transference is the salespersons ability to use the information that was taught in
their work-related activities. Obviously, this is the principal goal of training salespeople.
There are three elements that are critical to transference:
a. Salespeople must have expectations of follow-up activities and assessment
that measures mastery of the skills being taught.
b. Training must allow the salesperson to immediately practice the skills in their
work environment.
c. Managers must require them to demonstrate the use of the knowledge in the
field.
What You Can Do: Training activities that help make the connection of the learning to
the work experience are effective. However, transfer is dependent on the post-training
environment and manager support is considered a key environmental factor that impacts
the transfer process.

Therefore, managers must be provided with information and training
on how to respond to each salespersons educational needs. They must be provided with
the tools that will help their salespeople achieve mastery of the skills being taught.


I If f Y Yo ou ur r S Sa al le es s T Tr ra ai in ni in ng g D Do oe es sn n t t I In nc cl lu ud de e T Th he es se e E El le em me en nt ts s, ,
D Do on n t t D Do o I It t! !










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T Th he e A Ac ct ti io on n S Se el ll li in ng g L Le ea ar rn ni in ng g P Pl la an n H Ha as s A Al ll l 4 4 C Cr ri it ti ic ca al l E El le em me en nt ts s




P Pr re ep pa ar re e: (Prepare salespeople and managers)
Students complete the online Benchmark Assessment
Students complete the online Action Selling Skills Survey
Students read the Action Selling book
The Action Selling trainer conducts interviews with the managers and salespeople
T Tr ra ai in n: (Mass Learning)
The trainer facilitates Action Selling training with managers and salespeople
Students learn the Action Selling Process (sales process that consistently wins sales)
Best Sales Practices are documented and shared with sales team
R Re ei in nf fo or rc ce e: (Spaced Learning)
Students complete 12 online Action Selling Skill Drill Modules
Students utilize Audio, DVD, Best Sales Practices and Plan to Win/Replay the
Call forms to reinforce skills leaning
Students complete field level exercises to improve skills transfer
Manager reinforcement and coaching tools reinforce sales force development
Students prepare for the Action Selling Skills Assessment
A As ss se es ss s: (Measure Learning)
Students complete the online Action Selling Skills Assessment
Assessment results are discussed between the students and managers to prepare
for certification
C Ce er rt ti if fy y: (Fill Learning Gaps)
Students complete the online Certification Exercises, fill learning gaps and
prepare for final certification
Students complete the Final Certification
Students that score 75% or more certify others retrain and reassess
Future training options are evaluated after needs analysis
Conclusion

Unless your learning plan has effective methods for Motivation, Reinforcement,
Retention and Transfer, you are wasting your time and your companys money.

For more information call (800) 232-3485 or visit us at http://www.actionselling.com
Prepare Train Reinforce Assess Certify