In 2010, ADP Sales Operations and Learning & Development (L&D) took extreme measures to meet the strategic goal of simplify-innovate-grow (SIG). Combining 11 business unit (BU) operational centers into one, and standardizing sales processes into a uniform “Selling the ADP Way” process across BUs resulted in multimillion-dollar operational savings.
As ADP grew, and new sales roles evolved, the uniform approach needed to change. In 2012, 12 unique learning paths existed for sales new hires, leaving interpretation and specialized skill development in the hands of local field leadership, and inhibiting tracking and legal verification of training completions. Sales results dipped in two large BUs—National Account Services (NAS) and Major Account Services (MAS).
L&D conducted a Kaizen analysis in spring 2013 to address root-cause problems. Agile teams were formed to create more effective materials for sales new hires, designed for unique BU roles and aimed at impacting early success. These agile teams responded more quickly and accurately to the needs of the ever-changing sales force and marketplace. In 2016, L&D provided 46 unique learning paths to focus new hire development at the right time with the right information.
Program Details
- L&D employed new technologies to increase effectiveness, including:
- Video solutions to share associate development results with leadership
- Learning management system (LMS) integration with the sales contact management system (CMS)
- Mobile app technologies that provide updates and direction to field leadership to support new hires’ progress
- L&D-devised learner personas, including BU, sales tenure, and generational tendencies (L&D used these to tailor content.)
Some examples of how L&D re-engineered and personalized learning for sales rep impact:
- Developed phased approaches for learning with structured onboarding, designed for role specialties, and leveraged apps to provide reinforcement for self-study classes throughout year one.
- Created “Guided Learning” workflow for role-specific skills.
- Implemented and custom-designed a new LMS (Blackboard Learn) to integrate with the Sales CMS (Salesforce.com) to apply personalized role data, managerial hierarchy information, and test-results tracking.
- Engaged sales leaders through personalized updates and directions to their i-devices for notifications to new hires, keeping busy leaders engaged and informed to reinforce new hire skill development.
- Formalized a mentor program to match like-role associates.
- Aligned learning consultants, leaders, and new hires to focus on recorded coaching calls, specific to the role and skill for new hire development, freeing up the field staff’s time for faster development.
Results
Level 1 feedback results are strong, with training experience scoring 3.85 out of 4.
The agile team approach, customized sales training, new technologies, and engaging field leadership for reinforcement currently are being leveraged for sales learning in all other ADP BUs.
After implementing the changes, L&D showed:
- 38 percent of first-year sales and 51 percent of second-year sales were at or above quota.
- First-year Annual Sales Productivity (ASP) improvement of $30,000 ($118,000 in FY’14; $148,000 in FY’15). ASP is a way to track year-over-year improvement on monthly sales performance. It takes an associate’s sales results at any point in the year, applies his or her quota plan percentage, and estimates the fiscal year-end result, assuming a consistent pace.
- In FY’15-FY’16, L&D produced a consistent first-year ASP result of $149,000, showing the ability to maintain this improved first-year result. Some 401 MAS sales associates in 13 unique roles completed the program in FY’16.
- Second-year ASP also rose, resulting from the new hires’ early onboarding success and skill development, with $48,000 year-over-year improvement.
