#ramp-up

[dndtreasury]

Ramp-Up Ring

[marinacosta00]

Onboarding de vendedor: por que treinar o produto não é integrar o vendedor

A maioria das empresas confunde onboarding de vendedor com treinamento de produto. Mostram o sistema, a tabela de preços e os diferenciais, e mandam o novato para a fila de leads. Três meses depois, reclamam que ele não engrenou.

Conhecer o produto é pré-requisito, não onboarding. O que faz o vendedor vender é praticar a venda em ambiente controlado antes de queimar leads reais que custaram caro para entrar.

Um onboarding que encurta o ramp-up costuma ter três blocos: shadowing (ouvir as calls de quem já bate meta), role-play das objeções recorrentes (treinar a resposta antes de ouvir o "tá caro" de um cliente de verdade) e calls supervisionadas com feedback estruturado depois de cada uma.

A diferença prática é simples: em vez de aprender errando com o lead que o marketing pagou caro para gerar, o vendedor erra no treino e chega na rua com repertório.

Onboarding bem feito não é gasto de RH: é a forma mais barata de proteger o pipeline. Montei o passo a passo por marcos (semana 1, semanas 2-3, semanas 4-6) neste material: como montar um plano de onboarding de vendedor.

[konvergenzbereich]

Onboarding as newbie or recent graduate in a company

Onboarding as newbie or recent graduate in a company

This post is for you if your job is your first or one of your first jobs. It’s not about the integration in a specific company (I don’t know this after all), it’s not about specific departments or roles. The text deals with some aspects that I have stumbled upon or struggled with over the years in the world of companies as a newcomer or that I have had to wonder about. Many surprises do not have…

View On WordPress

[lima-julia-blog]

Ramp-up Stage for a new UX Designer in a Company

How do designers integrate into a software company? What should they ask? Where to find the required information?

Being new to a company is not  something nice,  is like people talk in a different language and although others have warned you it wouldn´t be easy everything falls apart in a second. But you must not despair. The ramp-up stage is not funny but is absolutely necessary. These are the first things UX designers (and every proffesional) should do when was hired in a company.

Ramp-up is a phase in which you are supposed to understand the product and the team and also the state of the art. This will provide you valuable information and will help you understand how are you giong to proceed and managed within the enterprise.

The product

Whatever you´re going to design needs to be well thought from the beginning. The most important ones are:

*History: Is good to know where it comes from and where it goes to. History will give you a broad overview of how it started and was brewing the product we know today.

*Purpose: Everyone need to be focus in the same objective to have a successful product.

*Features: They have a reason and a specific intention. Be sure to understand why they are there,  what they do, the flows throughout the software, what need satisfies, etc.

*Users: The most important thing designer should have in mind all the time, users are the objective of a UX designer, designs are for them. Also something relevant is how they use the software, make some research and testing. (You can see more information about how to know your target here).

The team

Not all the teams are the same. You are going to learn new ways to perform tasks, different time cycles, processes, methologies and communication between colleagues.

Be familiar with the role of each professional within the company in general. Is the company split into areas (development, testing, desining, selling)? Is there any IRC channel or mailing list to join? How many companies and people is involved in the project? If is an open source project, how many people are collaborating?

State of the art

It is also important to know the competition. Are there other projects similar to ours? Which are the differences? Do they have the same features? What do users think of the other projects? How is the branding process?

Note the differences, advantages and disadvantages to have a general idea of where the company is standing.

Where to find the information

At the company´s documentation, but mostly in people. Documentation is not always easy to understand because it is written by developers or by people who belong to the specific area in which you are entering and use concepts that are unfamiliar to designers.

Try to join every training, webinar or meeting the company offers. Talk to everyone you can. The only way to know in depth people and work environment is wondering and worrying about understanding everything.

Don´t be afraid of asking, people will help you, after all you are going to be part of the same team and go toward the same objective. Focus in developers, there is a direct relationship between UX designers and developers, try to talk with them and figure out which are their work processes, how are they used to receive information (long or short text, wireframes)? Be sure to reach an agreement, accept their point of view and give your opinion too.

[aquora]

Tus primeros 90 días

El presidente tiene 100 días para probarse como el líder de un país! La propuesta es que si tu tienes un nuevo trabajo lo puedas hacer en 90 días!

Se trata de innovar el "ramp-up" de las personas en su nueva posición y se puede trasladar este ejemplo a start-up's o equipos de alto rendimiento.

Para crear tu plan acelerado de 90 días debes de considerar 10 puntos clave que te ayudarán a tu transición:

1. Promuévete tu mismo. Significa prepararte mentalmente para dejar tu trabajo anterior y estar listo para el nuevo.

2. Acelera tu aprendizaje. Es necesario entender el mercado, productos, tecnologías, sistemas y estructuras, así como la cultura y las nuevas reglas de política.

3. Alinea la estrategia con la situación. Diagnostica la situación del negocio de forma precisa y define los retos y oportunidades.

4. Asegura triunfos desde el inicio. Los triunfos desde el inicio construyen credibilidad y generan momentum.

5. Negocia el éxito. Planea cuidadosamente una serie de discusiones sobre la situación, expectativas, estilo, recursos y tu desarrollo personal.

6. Logra alineación. Entre más alto estás en la organización, más tienes que interpretar el rol de arquitecto organizacional, es decir, alinear la estrategia con la estructura y desarrollar los sistemas y habilidades necesarias para la organización.

7. Construye tu equipo. Si heredas a un equipo, necesitas evaluar a todos los miembros y reestructurarlo para lograr los retos del área. La capacidad de hacer llamadas de atención a tiempo y la capacidad de seleccionar a las personas correctas para las posiciones correctas son los factores de éxito más importantes para tu transición.

8. Crea colisiones. Tú éxito dependerá de tu habilidad para influenciar a las personas fuera de tu línea directa de control. Crea alianzas de soporte tanto internas como externas para lograr tus metas.

9. Mantén el balance. Una red de consejo y coaching es indispensable para que logres el equilibrio y mantengas tu habilidad de hacer buenos juicios.

10. Ayuda a todos. Tú necesitas ayudar a todos en la organización -reportes directos, jefes y peers- para que puedan acelerar sus transiciones y que se refleje en tu propio performance.

Para mayor detalles consulta The First 90 Days (Michael Watkins)