Published November 2002

Training critical for success of business, new employee

Q. With more than 20 years of success in sales, I eagerly accepted a position in a new industry. I am confident my new employers were impressed with my track record that included accounts placing orders of over $3 million annually.

After three months, however, I often go home thinking that I am failing at my new job. I am having difficulty grasping the industry’s technology and terminology. My manager is highly focused on making “this month’s numbers,” and little on building relationships that I believe will lead to sustained sales over time.

I have asked to “shadow” other sales people to learn the nuances of selling in this new industry, but I get little response. My other two sales associates received three days’ training at company headquarters; I did not. Our manager, in addition to supervising the office, has a full sales account list herself and doesn’t seem to have time to answer my questions. How can I turn around this situation?

A. For reasons that are unclear, you have been hired and then abandoned by your managers. To save your job and maintain your career success, you must demonstrate leadership and responsibility that your managers have not.

Although it defies explanation, some managers decide unilaterally that some new employees have such sterling track records in previous jobs that they can “hit the ground running” and immediately duplicate that success. Occasionally, this philosophy works, especially when people stay in the same industry (as when an automobile salesperson goes to a new dealer, for instance).

In cases where anything is substantially new — a change in industry, geographical location, a unique corporate culture — training must be part of the hiring process. Employers would not think of hiring an employee without furnishing a desk, telephone and computer. With the world creating new data, systems and processes, a required business tool also must include information, knowledge and training to learn and practice new skills.

Not only does this boost output and overall results for the organization, it makes employees feel competent, valuable and appreciated. It also promotes job satisfaction and loyalty. Failure to provide such skill development and practice is much like removing a youngster’s life jacket before she is able to confidently swim on her own. Several studies cite lack of training as the chief reason people leave their jobs within the first 90 days.

Absent the offer to train at company headquarters, you were right to request to be assigned a mentor to “shadow” in hopes of learning what you need to perform your job. Studies have shown that training received from talented and respected peers is often more effective than that received from professional trainers.

You have no other choice than to formally request that you receive the training you both need and deserve. Do so by requesting a performance evaluation at your next monthly anniversary of being hired. Present to your managers an objective evaluation of your performance and include the areas where you feel less than competent. Present a training plan that addresses these areas of improvement and request it be implemented for the good of both yourself and the organization.

Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes “Taming the Workplace,” a column appearing Mondays in The Herald. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.

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