16 May 20 08 VIEW on Sales LEARNING MODELS I n the pharmaceutical industry, healthcare providers insist: “we want value during every interaction with sales representatives.” Value comes in fluency of message. Successful training drives the ability to intuitively use skills learned. The traditional way of training through eventbased learning will not satisfy the need to support this new valuebased sell ing model.We need a paradigm shift to have greater impact by implementing continual learning experiences that are part of the everyday workflow for representatives and sales managers. For lasting changes in behavior and performance — whether it’s sales, lead ership, or product training — it is necessary to extend the learning into the rou tines of the learners. Systematically speaking, it’s what we call an Extended Learning Platform.The term “platform” implies that it’s a launch pad for many different communications, activities, reinforcements, and tools.To be effective it also has to be simple, almost automatic, to avoid unnecessary complication. How Can Implementing Extended Learning Platforms Help to Realize Groundbreaking Results? Research Institute of America highlighted just how ineffective training without systematic reinforcement can be: knowledge retention from a class room experience without sustainability dropped to 15% within three weeks! Making learning an experience where they are “touched” is important and expected. Both GenXers and GenYers appreciate flexible, scalable venues and touch points, exposing them to new skills continuously. When following the path of a learner, the secret to behavior change is repetition of skills. Whether it’s product knowledge, selling, or communication skills, the formula is the same: Context + Delivery + Repetition + Repetition = Behavior/Performance Change Athletes, coaches, and players buy into the idea that the more they prac tice, the better the team.The outcomes are easily measured by the final score. The same is true for our favorite recording artists — practice and repetition make a difference. With training, it’s harder to get buy in for repetition of skill and practice, because success is measured over time. Start with the business issues that require change in performance. Then structure the entire learning experience in a way that will drive business results. Elements include awareness and prioritization of a need, delivery of the engaging learning experience, and onthejob support using the resources and technologies that can make the learning “stick.” Extended Learning Plat forms support the necessary changes in behavior and knowledge through the lens of what needs to happen before, during, and after both instructorled and online learning events. The Critical Phases of the Learning Experience Before the learning event, Extended Learning Platforms broaden the focus to include organizational alignment around the target, need, and urgen cy of the change while assessing how much and exactly what change is required: . Setup messaging from executives to set context and show alignment. . Managers link the training to competencies used to assess performance. . Manager’s commitment to coach to the new skills. . Prework assignments align to classroom or online learning events. During the learning event, Extended Learning Platforms should support an engaging, stimulating design.The instruction needs to be focused on achiev ing the needed new knowledge and behaviors: . A quality learning event will provide practice and feedback. . Develop a team approach to learning that can be supported by simula tion or case studies. . Plan how to use the new skills in the field. . Highquality learning events include future expectations. After the learning event is when most of the learning happens.To facilitate and sustain learning, there are many elements that can be put in place, but implementing a few at a time makes the task more attainable. Some elements that can be fit together into a coherent platform for lasting change, include: . Coaching . Feedback Sessions . Best Practices Compendiums through webcast meetings, blogs, discussion boards, conference calls, and sessions at district or POA meetings . OnTheJob Planners and Strategizers Progress is attained when the expected changes are kept in the fore ground. The Extended Learning Platform offers “touch points” by key stake holders in management, sales, training, and marketing. Measurement is critical — evaluation must occur before, during, and after the learning. When evalua tion is an afterthought, it rarely provides much value; done properly, it provides guidance on direction and progress in both the near term and over time. # WILSON LEARNING WORLDWIDE is a global leader in Human Performance Improvement solutions for the Global 2000, Fortune 500 and emerging organizations worldwide.With operations in over 45 countries worldwide, including Japan and the United States, incorporating over 25 languages, the company creates synergy between people and business strategy through an extensive range of worldclass solutions focusing in leadership, sales and individual effectiveness. Its integrated offerings include: strategy alignment consulting, descriptive and evaluative assessment services, world class process and skills content, and technology enabled solutions. Sustaining the Pharmaceutical Industry’s New Selling Model Through an Extended Learning Platform A Paradigm Shift in Approaching Sales Effectiveness and Accountability For lasting changes in behavior and performance it is necessary to extend the learning into the routines of the learners. Ed Emde,Senior Vice President, Sales Celeste Mosby,Vice President, Life Sciences Wilson Learning Worldwide 0508 pvv VIEWs Proofs 4/30/08 11:37 AM Page 16
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Sustaining the Pharmaceutical Industry's New Selling Model
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