Opportunity
Unstructured Onboarding Puts Pressure on Managers
Historically, the programme for new hires at Moody’s Analytics was unstructured and very lean, supporting general onboarding but not formal role-based paths. This put more pressure on managers to develop their own onboarding, taking time away from more meaningful projects. Meanwhile, content was spread across multiple SharePoint sites, making it difficult for reps to find what they needed and for the enablement team to maintain governance. “It’s crucial for us to make sure that we were developing a very robust onboarding programme for our new sales hires,” explained Sarah Mitchell, senior training operations manager at Moody’s Analytics. “We owe it to them. They’re coming into the company, and we need to make sure they’re prepared for their selling journey.”
As the company began to grow rapidly due to a series of acquisitions, the need for more robust enablement and onboarding became even more apparent. This rapid growth was critical in helping senior leadership acknowledge the importance of sales enablement, and with this increased recognition came the understanding that their existing sales tech stack was no longer sufficient.