COMMON KNOWLEDGE ≠ COMMON PRACTICE

Rob JeppsenCEO, XVoyant

100%

Immediate 20 min. 1 hr. 9 hrs.

ELAPSED TIME SINCE LEARNING

RET

ENT

ION

%

1 day 2 days 6 days 31 days

80%

60%

50%

40%

30%

20%

100%

36%33%

28%21%

60%

25%

44%

EBBINGHAUS | FORGETTING CURVE

IMPACT OF THE FORGETTING CURVE

A Monumental Challenge

3 LAWS TO CREATE “READINESS”

1THE LAW OF MICROLEARNING

Choose ”Chunking” Over Comprehensiveness

THE LAW OF MICROLEARNING

Learning in short, digestible, bite-sized units

THE LAW OF MICROLEARNING

SPACED LEARNING EFFECT

Designing mLearning, Clark N. Quinn, 2011

Practice

Test

NormalLearningCurve

SpacedLearning

Curve

Spaced Forgetting Curve

NormalForgetting

Curve

THE LAW OF MICROLEARNING

Micro-Learning for Sales Rep Onboarding

Ramping new hiresin HALF the time

100% correlation between top 25% of

performers and Coach adopters

Success Story

2THE LAW OF DELIBERATE PRACTICE

Choose Conditioning Over Completion

THE LAW OF DELIBERATE PRACTICE

What is the #1 reason sales reps fail to hit quota?

Inability to articulate value in their sales conversations.

Pop Quiz…

THE Q U E S T I O N

89% of reps say pricing pressure has intensified in the last 3 years

68% say #1 reason for this is they can’t articulate a differentiated solution to their customers around their products or their messaging.

Less than 1/3 of sales organizations provide a way to practice customer conversations.

THE A N S W E R THE R E A S O N THE S U R P R I S E

WITHOUT REINFORCEMENT, EACH HOUR OF TRAINING MATERIAL REQUIRES 40-50 MINUTESOF RELEARNING.ALLEN COMMUNICATIONS, FEBRUARY 2016

THE LAW OF DELIBERATE PRACTICE

Performance Gains through Dialogue Practice

Digital coaching / feedback from leaders

in 5 days

Decreased time to customer readiness

Success Story

17,200 digital practice sessions completed

3THE LAW OF PREDICTABLE IMPROVEMENT

Choose Coaching Over Check-ins

THE LAW OF PREDICTABLE IMPROVEMENT

What moves the needle on performance the fastest?

APTITUDE

MOTIVATION

SKILL LEVEL

ROLE PERCEPTION

SALESPERFORMANCE

REWARDS ENGAGEMENT

THE LAW OF PREDICTABLE IMPROVEMENT

Coaching Drives Performance

Training Alone

Training and Coaching

4x22%

88%

THE LAW OF PREDICTABLE IMPROVEMENT

A Manager’s Greatest Weakness

0.090.06 0.05

0.02 0.02

(0.01) (0.02) (0.03)

(0.08) (0.09)

0.10

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(0.10)

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mer

and

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ket K

nowledge

Rewar

ding I

ndividu

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Per

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ct an

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rvice

Knowledge

Ability

to G

ather

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Res

ource

s

Sales

Expe

rience

Ability t

o Pro

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Direct

ion

Fair a

lloca

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Opportu

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Effec

tive D

ecisi

on

Mak

ing

Coaching

Creati

vity /

Innova

tion

in Impr

oving P

erfo

rman

ce

PointsAllocated

Sales managers repeatedly underperform inthe criticl skill area of coaching their reps.

THE LAW OF PREDICTABLE IMPROVEMENT

0.70

0.490.58 0.57

0.26

0.63 0.600.60

0.27

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0.80

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n

0.00

0.80

LowPerformers

Scored Coaching Effectiveness in the Bottom Third

Low to AveragePerformers

AveragePerformers

Average to StarPerformers

StarPerformers

Scored Coaching Effectiveness in the Top Third

“Intention to Stay at Company” by Sales Performance and Coaching Effectiveness

THE LAW OF PREDICTABLE IMPROVEMENT

Direct Manager Needs to Coach

40.0

20.0

0.0

Your

Dire

ct M

anag

er

A High

-Per

form

ing Pee

r

An Inte

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Spec

ialist

/

Tech

nical E

xper

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A Man

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Oth

er T

han

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anag

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ompa

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urce

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Out

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Spec

ialist

/

Exte

rnal

Expe

rt

PointsAllocated

9.114.9

38

15.1

8.5 7.93.7 2.8

The notion of professional coaching (especially from outside the company) is poorly received.

While the manager is clearly identified as the appropriateprimary coach, reps recognize value of others.

THE LAW OF PREDICTABLE IMPROVEMENT

Learning Outcomes – Full Range of Possibilities

100

During Training After Training

80

60

40

0

20

LearningCurve

On the JobLearning Curves

On the JobForgetting

Curves

Learner

THE LAW OF PREDICTABLE IMPROVEMENT

Coaching to Create New Learning Curves

HireVue Coach has been far more e�ective than what we’ve seen

from traditional training programs

“We knew you were serious about coaching because you have the tools to enable it.” –

New Hires

Success Story

A “JUST IN TIME” MODEL FOR BEATING THE FORGETTING CURVE

THE LAW OF MICROLEARNING

Chunking vs. Comprehensiveness

DELIBERATEPRACTICEConditioning vs. Completion

ACTIONABLECOACHING

Coaching vs. Check-ins

Rob JeppsenCEO, XVoyant