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Understanding the Economics of Sales Training

For many years, HR and Talent executives invested in training and developing their teams. Training offered clear value that was rarely questioned. Then came the great recession.

Everything changed. Every investment was scrutinized. Companies scaled back all possible expenditures. Training investments diminished.

Eventually, the economic recovery took hold. With cost avoidance measures exhausted, productivity maximized, and acquisitions prohibitively expensive, executives seeking competitive advantages renewed their focus on skills training for employees.

However, getting the support and buy-in for putting people in the classroom today is not as easy as it used to be. Nor should it be. A decision to move people from the field to the classroom requires a meaningful ROI. Moreover, leaders need assurance that the return is superior to what can be expected from other investment options. They need to know that it will yield benefits within the timeframe established by the critical stakeholders.

At Richardson, we understand the immediate value that can be created when your customer-facing teams change the way in which they interact with your buyers. Yet, all too often, the analysis around the economics of training miss the mark. Understanding the cost when skills plateau or the upside that comes with elevating your game sets the stage for a decision on whether to train. To learn more about the economics of sales training download the full brief by clicking here.

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Complimentary Brief: The Economics of Sales Training
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