30-60-90 Day Plan for a New Sales Rep

A 30-60-90 day plan for a new sales rep is the plan the sales manager writes before the new hire starts: what they learn, what they do and what they must be able to show at the end of each month. In a B2B team it usually runs like this. Days 1–30 cover industry, product and your sales process. Days 31–60 move to supervised calls and the first real opportunities. Days 61–90 hand over a pipeline the rep owns and forecasts. Each phase ends with a sign-off the business can check, not a feeling that things are going well.

This guide is for sales managers, heads of sales and founders taking on new sellers. It is not the plan a candidate brings to an interview; it is a working document the manager owns.

Key points

Write the plan before day one, and tailor it to the person. An experienced seller from your industry needs a different plan from a graduate.
End every phase with a sign-off based on evidence: a pitch delivered, a call reviewed, an opportunity logged correctly.
Measure ramp from dates already in your CRM, such as the first qualified opportunity, instead of borrowing a benchmark from someone else’s business.
The manager owns the plan. A weekly one-to-one and regular call reviews matter more than the content library.

What the first 90 days are for

The first three months have one job: to get a new seller to the point where they can run their own deals your way, with a pipeline you can trust.

Acas describes induction as the process of welcoming someone to an organisation or role, sometimes called onboarding. It notes there is no set length of time it needs to last, and that an induction is not the same thing as a probation period, although the two may run at the same time. That distinction is useful for sales teams. The 30-60-90 plan is how you help someone succeed. If you also use probation, keep its review points separate and clear, so the plan does not read as a set of traps.

Ninety days is a convention, not a rule. If your sales cycle is nine months, the rep will not close a new deal inside the plan, and the milestones should reflect that: qualified opportunities and proposals, not signed contracts.

Before day one

Acas advises employers to plan an induction before the worker starts, to tailor it to the person and to spread activities out so the new starter is not overwhelmed. For a seller, that means having these ready before the first morning:

Laptop, email, CRM login and any call recording or sales engagement tools, tested.
Territory or account list, even if provisional.
Diary for the first two weeks: shadowing slots, product sessions, meetings with pre-sales, customer success and finance.
A named buddy, usually an experienced seller who is not the line manager. Acas also suggests a mentor or buddy.
The written plan itself, with dates and sign-offs, shared on day one.

Days 1–30: industry, product and how you sell

The first month is mostly learning, but it should not be passive. Every topic ends with something the new seller does, not just something they watched.

Industry and customer

Who buys from you, who signs, and what problems they bring. Have the rep listen to recorded calls from won and lost deals and write a one-page summary of your three most common customer types. If you have a sales playbook, this is where they start using it (see how to build a sales playbook your team will use).

Product and value

Sellers need to explain what the product does for the customer, not recite features. Pair them with pre-sales for a structured walk-through, then ask them to explain one use case back in their own words.

Your sales process and the CRM

Stages, exit criteria, what must be recorded at each stage, and how forecasting works. A practical test: give the rep a dummy opportunity and ask them to log it and move it through two stages correctly.

Sign-off at day 30: the rep delivers your first-call pitch to the manager and one peer, answers the five product questions customers ask most, and logs a test opportunity correctly.

Days 31–60: supervised calls and the first opportunities

Month two is about doing the work with support. The rep runs discovery calls with the manager or buddy present, then leads with them listening. Each call gets a short review: what went well, one thing to change.

Prospect into an agreed set of accounts, using your approved messaging.
Run at least a handful of discovery calls, each reviewed against the same short scorecard.
Bring pre-sales into a first technical conversation at the point your process says, with the right information prepared.
Create first opportunities, qualified against your criteria and recorded fully in the CRM.

Sign-off at day 60: the manager has reviewed a set number of the rep’s calls and signed off discovery, and the rep has created opportunities that meet your qualification criteria.

Days 61–90: own pipeline and forecast

In the third month the rep runs their own deals and joins the forecast routine. Support moves from sitting in on calls to reviewing deals.

Own a pipeline of opportunities, with next steps and close dates the manager can test in the weekly review.
Submit a forecast and explain each committed deal.
Write and present a first proposal, reviewed before it goes out.
For account management roles: run a first account review and identify upsell or cross-sell opportunities.

Sign-off at day 90: the rep’s pipeline meets the agreed coverage for the role, their opportunities pass inspection in the pipeline review, and they have forecast at least one period.

A plan outline you can copy

Phase	Focus	Typical activities	Sign-off evidence	Owner
Before day one	Ready to start	Access, tools, diary, buddy, written plan	Everything tested and booked	Manager
Days 1–30	Industry, product, process	Call listening, product walk-through, CRM practice, shadowing	Pitch delivered, product questions answered, test opportunity logged	Manager, pre-sales, buddy
Days 31–60	Supervised selling	Prospecting, discovery calls with review, first pre-sales involvement	Discovery calls signed off, qualified opportunities created	Manager, buddy
Days 61–90	Own pipeline	Own deals, first proposal, forecast submission	Pipeline passes review, forecast submitted and explained	Manager

How to measure ramp without guesswork

Sales ramp time is how long a new seller takes to perform at the level expected of the role. A benchmark from another business will not reflect your sales cycle, deal size or market, so build your own measure from data you already hold.

Choose three or four milestones that every new seller passes: first discovery call, first qualified opportunity, first proposal, first closed deal.
Take the dates from the CRM. Your CRM may already record when a deal enters each stage. HubSpot, for example, uses automatically updated “Date entered [stage]” timestamps for its funnel reports.
Count days from the start date to each milestone, for each new hire.
Compare cohorts over time, not people against an outside figure. If the last three hires took a similar time to a first qualified opportunity, that is your baseline.
Review the plan when a milestone slips for everyone. That points to the onboarding, not the person.

What the manager owns

New sellers rarely fail for lack of content. They struggle when nobody checks in, reviews their calls or tells them clearly what good looks like. Acas guidance on performance management says managers should talk to employees about their performance regularly, through feedback, coaching and one-to-ones, and recommends keeping a written record of reviews and sharing it with the employee.

In practice, the manager commits to:

A weekly one-to-one for the full 90 days, with the plan open on the table.
Reviewing calls in month two, not only listening to them.
Each sign-off on the agreed date, with a short written note of what was seen.
Adjusting the plan when the rep is ahead or behind, and saying so.

Adjusting the plan for experienced hires

Acas notes that someone starting their first job may need a more detailed induction than someone with experience. An experienced seller from your sector can move through industry content quickly, but should still learn your product, your process and your CRM in full. Experienced hires bring the habits of their last team, and a forecast suffers when those habits are never replaced with yours. Shorten the learning; keep the sign-offs.

How we can help

Our New Starter Onboarding Programme builds this plan for your team. It includes a 30, 60 and 90-day plan with sign-off points; industry, product, sales skills and upselling modules; outlines and scripts ready for your LMS; and a guide for managers. It runs over six weeks, from £9,500 + VAT (see pricing). If you first want to know where onboarding sits among your other priorities, start with a Sales Team Assessment, or read how to evaluate sales team performance. To talk it through, book a 30-minute call.

Sources

All checked on 26 October 2026.

What inductions are (Acas): definition of induction, no set length, induction and probation.
Planning an induction programme (Acas): planning before the start date, tailoring, spreading activities, mentor or buddy.
Reviews and appraisals: performance management (Acas): regular feedback, coaching and one-to-ones, written records.
Create custom funnel reports (HubSpot Knowledge Base): stage timestamps used in funnel reports.

Frequently asked questions

How long should sales onboarding take?

There is no fixed length. Acas says an induction has no set duration and depends on the role. For B2B sellers, 90 days is a common structure for the formal plan, but the milestones should match your sales cycle: in a long cycle, aim for qualified opportunities and proposals in that time, not closed deals.

What should a 30-60-90 day plan for a sales rep include?

For each phase: what the rep learns, what they do, the evidence that signs the phase off, and who owns each part. Typically industry, product and process in days 1–30, supervised calls and first opportunities in days 31–60, and an owned pipeline and forecast in days 61–90.

What is sales ramp time, and how do you measure it?

Ramp time is how long a new seller takes to reach the performance expected of the role. Measure it as the days from start date to milestones recorded in your CRM, such as first qualified opportunity and first closed deal, and compare each new hire with your own previous hires.

Should an experienced sales hire follow the same plan?

Follow the same structure and sign-offs, but shorten the learning they already have. An experienced seller still needs to learn your product, your sales process and how your team uses the CRM.

A 30-60-90 day plan for new B2B sales reps