Focus Supplement 2 - Summer 2017 - 26

FEATURESTORY

The inclusion of the field
sales training asset in
instructor-led training
and virtual instructor-led
continues to increase across all
of the business units.

platform, our sales consultants
manage a distance learning portfolio
consisting of product and disease state
information, Skype interviewing and
coaching, virtual classroom training
commitments and even virtual sales
calls. Understanding, mastering and
delivering on all of these in a palatable
manner are some examples of how
technology has changed the role of the
field sales trainer at Bayer.
In addition to facilitating in
instructor-led training, field sales
trainers must add virtual training
skills to their armamentarium. e
platform presence and technical savvy
needed to be eﬀective in this virtual
training environment is diﬀerent than
what is needed in a live classroom.
is gap in skills is what has been
articulated by the Bayer training
colleagues.

During the first phase of the
program, field sales trainers are
provided platform skills training as
well as an opportunity to showcase
what was learned by designing and
facilitating a workshop in front of
their peers. is approach was so
successful during the initial phase that
it was replicated during Phase II.
e major developmental theme of
Phase II is transforming the field sales
trainer from 1.0 to 2.0 with the
application of technology training.
e platforms used at Bayer are Skype
for business and Adobe Connect
(primarily Skype because all
employees have access and Adobe is a
cost). e objectives of the workshop
are to enhance the field sales trainer's
eﬀectiveness in training and
communicating virtually through
better understanding the new tools

and how to leverage them for
maximum impact.
While the focus on technology
satisfied the demands expressed by
training partners, during development
it was widely believed the focus in
Phase II was too narrow and needed
added diversity in skills development.
Additional training curriculum
included emotional intelligence and
executive presence. Emotional
Intelligence was chosen for increased
impact in communication while
Executive Presence enhances
credibility when presenting or
facilitating both virtually and to a live
audience. ese additions
supplement the virtual platform skills
and further refine live interactions in
group presentations and one on one.
e Field Sales Leadership
Development Group within Bayer's
training department has now
successfully facilitated Field Sales
Training Phase II programs for the 18
months. e inclusion of the field
sales training asset in instructor-led
and virtual instructor-led training
continues to increase across all of the
business units. e two-phased
approach of the field sales training
program at Bayer delivers assets
equipped with essential competencies
who continue to serve in a critical
support role linking leadership,
training and field sales. Only now they
are better equipped. ■

Joe Penna is associate director, field sales leadership development, at Bayer HealthCare. Email Joe at joseph.penna@bayer.com.

FOCUS | Field Sales Training 2017 | www.L-TEN.org

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Table of Contents for the Digital Edition of Focus Supplement 2 - Summer 2017