Challenge - Not overloading new recruits in a single training session but embedding it throughout the year.

• Pareto adopted a strategic approach to training the new employees. The program was deliberately divided into five 2-day training courses spread across the year. The courses aligned to the Wavin sales process supporting in sales essentials through to account development, giving the cohort fundamental sales skills to be successful and deliver a return on expectation.

• This flexible training timeline provided a long-term and focused learning experience. 

• It also allowed the branch developers to actively apply and enhance their skills in real-world field activities throughout the program.

• A management fast track and coaching enablement supported the program to ensure the managers had the tools and techniques to embed and lead the team to success.

Challenge - Ensuring the training addressed the needs of the business and participants 

• Before each training session, there was a meeting between the Pareto trainer and Chris Lockwood, Wavin's Branch Development Manager. In these sessions, they went into the details of the training agenda, outlined the objectives, and discussed practical examples directly related to the daily responsibilities of sales professionals at Wavin. 

• This meticulous planning and coordination were instrumental in ensuring that the training content was precisely aligned with the participants' roles and the specific work environments they encountered with Wavin. 

Challenge - Avoid ‘death by PowerPoint’ and allow participants to communicate and express ideas.

• The training program featured both presentations by the trainer and breakout sessions. In the breakout sessions, participants worked on individual tasks and later regrouped to share results, exchange ideas, and strengthen communication within the team. 

• This approach aimed to deliver a comprehensive and engaging learning experience, combining informative sessions with active participation to ensure a clear understanding and positive reception from the team.

Challenge - Wavin needed support to address any challenges the participants had throughout the sales training.

• Pareto proactively addressed challenges related to the new starters' development, such as time management or communication. Working in partnership with Wavin's HR team, they implemented month-long improvement plans. 

• These plans provided participants with clear expectations, actionable steps for improvement, and necessary support. The focus extended beyond professional skill development, emphasising a holistic approach to individual growth within the business. 

Chris provided valuable support to the new branch developers by pairing each of them with either himself or a technical sales manager for a two-week field experience. This immersive training covered various aspects of the job, including:

• Merchandising 

• Trade days 

• Customer visits 

• Branch audits

• How to get past gatekeepers

After this initial field experience, the new developers were strategically paired with seasoned colleagues to concentrate on specific areas of development for designated periods. For instance, they would dedicate focused weeks to activities such as trade days, allowing them to deepen their understanding and expertise in specific aspects of their role.

These field experiences allowed the new starters to apply their Pareto training in practical situations, enhancing their confidence and skill set.