Overview

Companies

Metrics

Content

Purchase

New Rep Training Venues

Much of that training occurs in the classroom, as shown by Figures 2.2 and 2.3 [charts accompany text in the full report] . More than half of new-rep training time, or 61%, is spent in a classroom setting. Most companies and training organizations value classroom training above all options, as it gives reps face-to-face interaction with trainers. During the average 112 hours that trainees spend in a classroom setting in their first years, they can ask questions, learn from trainers and each other, and get personal attention around specific issues.

Self-study’s 35 hours (19% of first-year hours) and in-field training’s 31 hours (17%) account for most of the rest of the program. The surveyed organizations average six hours of first-year, web-based training.

Classroom content includes lectures and presentations, but it also puts new reps into simulated selling situations. In these scenarios, reps call on individuals playing the roles of doctors, nurses and office gatekeepers. Physicians bring real concerns into the conversation, such as questions about different dosages, patient populations and formulary coverage; the trainees must think on their feet to deliver a strong product detail. Such sessions are taped so reps can build on personal strengths and weaknesses. At the same time, they are evaluated on the basis of product knowledge and selling techniques. Such simulations help reps handle real-world objections and office hurdles, and they also allow them to start building and honing their selling skills before stepping into real offices.

Attracting Talent

Since training departments are often viewed as unglamorous by the field force, companies have to be innovative in attracting top talent. Several companies involved in this research provided successful tactics for attracting top talent.

The most innovative companies position their training departments as stepping-stones to advancement to attract talent. One interviewed training department, for example, touts the fact that it has had several trainers promoted to higher-level positions within a short time span when seeking new trainer candidates. Some former trainers move up through sales, some through marketing, and others though the training department itself. Armed with a good history of earning its trainers advancement quickly, this particular department has top talent “beating their doors down” for positions.

Other companies roll out intern programs to attract future trainers. In these internship positions, curious sales rep candidates, who have achieved a certain sales level, spend a few weeks with the training group to introduce them to all that training has to offer. This introduction allows the candidates to get a feel for what the department is like, as well as provide the department an opportunity to see if the individual would be a good match for a training position. One participant said that this tactic helps dispel the opinion that training is only about standing in front of a classroom. With a high success rate, more companies should consider this avenue of recruitment in the future.

Many companies also rely on traditional job posting methods and networking to discover the best candidates to fill training positions. Training department leaders usually talk to sales and marketing leaders and regional directors to help find the most talented individuals. Once the best candidates are identified it is up to the training department to win their interest.

However companies seek out new candidates, it is imperative that training groups show that the training department is a pathway to success and not a dead end.