Half life of sales training.

Participants in sales training forget half of what they learn within five weeks, according to a survey of more than 6,000 sales professionals by Charlotte, NC, consultants Sales Performance International. "Without regular reinforcement, sales training's half life is a median of just 5.1 weeks,

The SPI study addressed the most persistent problem encountered with traditional sales training, said McGarrah. "Sales training is costly and time-consuming, yet organizations still have a hard time demonstrating results." According to our findings, without immediate reinforcement the greatest loss in the training investment occurs almost as soon as the training is over."

McGarrah noted that the study revealed strong concern by management with post-training issues. Asked to rank the weaknesses of traditional sales training, lack of post training implementation topped that list, having been cited by 55 percent of respondents. The next-ranked complaints also clustered at the post-training end: lack of measurable results (39 percent), lack of management support (32 percent), and lack of refresher courses or materials (32 percent). Other concerns expressed were: limited sales aids and tools (28 percent), additional training not aligned with initial training (21 percent) and time out of the field (19 percent).

Remarkably, in view of the study's findings, for more than one-third of respondents' sales managers reinforcement is not a priority and nothing is done post-training, observed McGarrah. Most sales managers support the training as it is provided, but fall short before and afterwards. Among the infrequent actions they take are: communicating the expectations to use the trained methodology (35 percent), using the trained methods and tools (30 percent) and using the trained language (30 percent).

"What emerged from our study is a growing recognition not only of the pressing need for post-training reinforcement," said McGarrah, "but also the necessity to do more than periodic refresher training. Instead, the reinforcement has to be integrated with the sales organization's day-to-day work and there should be more of a common methodology among all those on the team, what's sometimes called a sales process. At a minimum, this means a shared perspective, language, skills and tools, so that as the team functions the learning continues and gradually takes hold."

This can only be achieved if the organization really wants to change for the better instead of just running a class, McGarrah explained. "It means that the post-training reinforcement must be a part of an overall strategy to effect change. Otherwise, the half life effect will prevent the organization from maximizing its return on the training investment."

The study also identified the most effective ways for reinforcing new sales skills. First ranked was sharing sales methods and language with the sales team (cited by 59 percent), coaching by the sales manager (46 percent), follow-up training classes (43 percent), clear statement of management expectations (39 percent), incentive compensation for new sales behaviors (36 percent), technology reinforcement and support (33 percent), coaching by outside specialists (30 percent) and participation in a community Web site based on the training (11 percent).

The SPI survey of 6,121 sales professionals was conducted via the Internet by Equation Research.

Established in 1988 and based in Charlotte, NC, Sales Performance International is a global leader in sales process consulting, training, management systems and sales process automation. More information can be found at www.spisales.com.