In the United States alone annual spend on corporate sales training is estimated to be at least 3 billion dollars per year and rising. In spite of these investments, and billions more in sales technology, annual quota attainment is on a five-year decline.
As global corporations continue to invest billions annually on sales training and improvement initiatives, organizations need to critically re-evaluate their approach to human capital development.
“Why are learning investments not translating into (the right) behavior change?”
Multiple factors contribute to limited behavior change (and sales results) in most cases:
- Training is not aligned clearly with growth strategy and related goals
- Knowledge transfer is considered the “end game” for training initiatives
- Reinforcement is either ad hoc or primarily focused on knowledge retention alone
- Managers lack specific guidelines and criteria for behavior observation
This perspective explores these 4 factors and proposes a practical solution for the commercial leader to address each of them.