America's largest healthcare recruiting firm.


For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales

Train Your Employees, Don’t Just Educate Them
When you recruit new sales reps straight out of college, they come in the door with very little meaningful sales experience. If you’re an experienced sales manager, you expect this. You may have a training infrastructure already in place, or a mentoring program that pairs new recruits with seasoned sales reps for ride-alongs and one-on-one briefing sessions.
But are you making the most of these teaching opportunities? And are your new recruits growing, gaining confidence, and learning the ropes as fast as they could be? Make sure your novice team members are covering real ground, not just taking notes. The faster they take the training wheels off, the more value they add to your organization. Keep these considerations in mind. 

Let them fail. 
Encourage new employees to do, not just sit quietly and absorb. The more they try, act, and fail, the faster they learn. Holding back should carry a heavier penalty than speaking up and making mistakes. The more they crash and burn during the training period, the shorter the training period will last. 

Consider your costs and investments. 
If you bring a new employee on board, have them sit through months of class sessions, have them play it safe during meetings and sales calls, and don’t allow them to make a single move until they’re 100 percent error proof, they’ll be in “training” for months, or even years. Since most entry-level employees don’t keep the same job for more than 2.5 years, your investments aren’t benefiting your company; they’re benefiting their next employer – most likely your competitor. Don’t let this happen. You’re picking up the tab for their early education, for sure. But make sure you get something back on these two levels: keep the learning curve steep, and work hard to make this a pleasant experience for them. Retention matters; the longer they stay with the company, the more your investment pays off. 

Keep your mentoring program hands-on. 
Don’t just leave the mentoring process up to the mentor’s discretion. Keep a close supervisory eye on the process and put strict protocols and milestones in place. Check in frequently to make sure the mentee is meeting those milestones on schedule, and if this isn’t happening, have managers intervene and find out why. The rate at which novice reps become seasoned pros correlates directly with the success of your training program and the success of the company. Shape and drive the training process using data-based methods; don’t let it happen organically. 

For more on how to get the most out of your novice sales teams, arrange a consultation with the medical and pharmaceutical sales staffing experts at Buckman Enochs Coss and Associates.