HR leaders need to garner a lot of support from the top management before organising the sales training programs for the employees. In the absence of support from business leaders, most of the training programmes end up losing steam over a period of time.

Many times, due to various reasons Top management is not involved fully to build momentum around the Sales training and coaching interventions. Before organizing sales training, HR leaders should ensure effective collaboration with key stakeholders.

Here’s how HR leaders can collaborate with stakeholders to ensure a successful training program:

  1. Encourage to conduct a neutral assessment of the sales team: Ideally, Sales training workshops should be based on a neutral assessment of the sales team members. A lot of clarity can emerge once a neutral assessment of the business challenges and opportunities is done by the sales coach. Here the role of HR in sales training is to encourage the sales trainer and coach to enable a clear understanding of the challenges and opportunities before jumping into the content. Training has a lot to do with real-time problem-solving in the context of Organizational development.
  2. Collaborate with sales leaders: Engage in open and transparent communication with sales leaders to understand their expectations, goals, and specific areas for improvement within the sales team. By working together, HR leaders can align the training objectives with the sales team’s needs and ensure that the program addresses the identified challenges. Make sure that sales leaders take responsibility to achieve the training outcomes
  3. Involve sales managers: Collaborate with sales managers who have a deep understanding of the sales team’s strengths, weaknesses, and training requirements. Seek their input and involve them in the planning process to gain valuable insights and ensure that the training program is relevant and practical for the sales team.
  4. Partner with subject matter experts: Collaborate with subject matter experts, both within the organization and externally, to design or customize training content. These experts can provide valuable insights, best practices, and industry-specific knowledge to enhance the effectiveness of the training program.
  5. Seek feedback from sales representatives: Collaborate with sales representatives to gather their input and feedback on their training needs and preferences. Conduct surveys, interviews, or focus groups to understand their specific challenges, skill gaps, and desired learning outcomes. By involving the sales team in the planning process, HR leaders can ensure that the training program meets their needs and is engaging and relevant to their roles.
  6. Collaborate with training and Coaching partners: Don’t call partners vendors, as training is a high-profile and strategic priority. If partnering with external sales training providers is seen as a valuable option, engage in collaboration to customize the training content and delivery methods. Work closely with the partners to align the program with the organization’s sales goals, culture, and unique requirements.
  7. Establish ongoing collaboration: Maintain regular communication and collaboration with stakeholders throughout the training program. Provide updates on the progress, seek feedback on the effectiveness of the training, and address any concerns or adjustments needed. This collaborative approach ensures that the training program remains aligned with the evolving needs of the sales team and the organization.

By fostering collaboration with stakeholders, HR leaders can ensure that the sales development program is well-informed, relevant, and supported by key players within the organization. This collaborative approach increases the likelihood of successful training outcomes and improved sales performance. The objective of such training interventions is to build a conducive sales culture in the organisation. Please read more about sales culture creation on this page –

Most importantly do everything to build trust with the sales coach and treat the coach as an integral part of the organisation.