--- title: "30-60-90 Day Sales Onboarding Plan Generator | Skipcall" description: "Build a 30-60-90 day onboarding plan for an SDR, account executive, field rep or account manager: 13 weeks of goals, activities, ramp benchmarks and manager check-ins. Editable, printable, free." url: https://skipcall.io/en/tools/30-60-90-day-sales-onboarding-plan language: en --- [Free tools](https://skipcall.io/en/tools) # Your 30-60-90 day sales onboarding plan Pick the role, seniority and sales motion: you get a week-by-week onboarding plan with goals, activities, deliverables, ramp benchmarks and manager check-ins. Every line is editable, and the plan prints to PDF. Ready for day one The role and the start The plan rebuilds with every setting Role Outbound prospecting and booking meetings for account executives. Seniority Sales cycle Target market Work setup Start date To date each week and the three reviews. New hire’s first name Manager’s first name Optional Full-ramp target Optional Your number, in the unit you choose: each week then shows its benchmark volume. Three phases, thirteen weeks, three reviews ## Your 13-week plan SDR / BDR · Junior · Short cycle · SMB · In office The link holds your settings and edits, names included: it is only built when you click. Days 1 to 30 Weeks 1 to 4 ### Learn Goal - - Success criteria - Line type Days 31 to 60 Weeks 5 to 8 ### Practice Goal - - Success criteria - Line type Days 61 to 90 Weeks 9 to 13 ### Own it Goal - Success criteria - Line type ## Ramp benchmarks Share of the full-ramp target expected each week. These are starting assumptions, not market averages: replace them with what your last new hires actually did. Editable assumption **Adjust benchmarks** ## The 13 weeks Click a line to rewrite it, remove what you do not need, add your own. 1. ### **Week 1Understand the company, the offer and the ideal customer; have every access working.0 %** Goal - Activities - - - - - Deliverables - Success metrics - - Manager check-ins - - Line type 2. ### **Week 2Own the message: personas, problems solved, common objections, team process.0 %** 3. ### **Week 3Move from watching to doing, with support.10 %** 4. ### **Week 4Hold a full day of activity with lighter support.30-day review 25 %** 5. ### **Week 5Increase volume without losing message quality.35 %** 6. ### **Week 6Work on the weak spot found at the 30-day review\.45 %** 7. ### **Week 7Plan the week alone: priorities, time blocks, follow-ups.55 %** 8. ### **Week 8Reach the end-of-phase-2 benchmark and prepare the 60-day review\.60-day review 65 %** 9. ### **Week 9Work fully autonomously on the assigned scope.75 %** 10. ### **Week 10Keep the pace without daily support.80 %** 11. ### **Week 11Improve one specific conversion rate rather than volume.85 %** 12. ### **Week 12Contribute to the team: share what works.90 %** 13. ### **Week 13Close onboarding and set the plan for the next six months.90-day review 100 %** **Call listening carries the first eight weeks.** Skipcall records and transcribes your team’s calls, with an AI summary: new hires replay the good calls, managers coach on theirs, without sitting next to them. [Create an account](https://app.skipcall.io/signup) The plan is built in your browser. The tool sends nothing and stores nothing. How to check ## What is a 30-60-90 day plan for sales? A 30-60-90 day plan splits a new sales hire’s first three months into three phases, each with its own goals, activities and success criteria. Month one is for learning the offer, the customer and the tools; month two for practicing with support that tapers off; month three for owning the role, as close as possible to the full-ramp target. Each phase ends with a review with the manager. What separates a real plan from a training schedule is that it defines success in advance. The new hire knows what is expected each week, the manager knows what to look at in each review, and both talk about the same criteria. Without that, onboarding gets judged on gut feeling, and the gut feeling of week 6 rarely tells the truth about week 12. The tool above builds this plan week by week, over thirteen weeks, for four roles: SDR or BDR, account executive or inside sales rep, field sales rep and account manager. It adapts to seniority, sales cycle, target market and work setup, then lets you rewrite, remove or add any line before printing or exporting it. ## The three phases: learn, practice, own it Days 1 to 30, learn. The point is to get the new hire to say the right things: the offer, the ideal customer, personas, common objections, the team process and the tools. Volume is not the goal. Strong onboarding programs have new hires listen to real calls in week one, then move to role plays, then to first supported actions in week 3. The key deliverable is a recorded, scored pitch, not a quiz on the brochure. Days 31 to 60, practice. Volume goes up while support moves from daily to weekly. The risk in this phase is letting quality slip to hit the number: that is why the plan keeps weekly coaching on recorded calls and, in week 6, works on the weak spot found at the 30-day review. Days 61 to 90, own it. The new hire runs their own scope, plans the week without reminders and improves one specific rate rather than adding hours. The 90-day review closes onboarding: it confirms the full-ramp target and sets a six-month development plan. In a long sales cycle, it judges the pipeline built rather than signed deals, which often come later. ## What changes from one role to another The skeleton stays the same; activities, deliverables and the ramp curve change. - ### SDR or BDR Call listening from week 1, a written definition of a qualified meeting in week 2, first calls with someone listening in during week 3, daily calling blocks after that. Ramp is measured on activity (calls, conversations); held meetings follow. - ### Account executive or inside sales Shadowing discovery calls and demos, role plays on the main use cases, first opportunities run end to end from month two. The curve starts later than an SDR’s: a discovery meeting takes more prep than a call. - ### Field sales rep Territory discovery, ride-alongs, first solo visits on low-stakes accounts, then a route plan and a weekly forecast. Field coaching days with the manager replace call listening. - ### Account manager Portfolio review, customer handover with the previous owner, low-risk accounts first, strategic accounts next. Ramp is read as the share of the portfolio run autonomously. ## Setting ramp benchmarks without a magic number The plan expresses ramp as a percentage of the full-ramp target: 0% in the first weeks, then a climb up to week 13. The starting curves are working assumptions, different for each role and shifted for seniority, sales cycle and target market. They are not market averages, and you will not find an “average SDR ramp time” here: that number depends too much on your offer, your data and your process to travel from one company to another. The right benchmark is what your own new hires actually reached. Pull the last three or four onboardings from your CRM and note, week by week, their activity against the team target. If you do not have that history yet, start from the tool’s assumptions, write down what really happens, and fix the curve for the next hire: that is what the “feedback on this plan” line in week 12 is for. Enter your full-ramp target and its unit (calls per day, discovery meetings per week, visits, accounts): each week then shows its benchmark volume, which the new hire can track on their own. A missed benchmark is not a failure, it is a question for the weekly one-on-one. ## The manager’s role: the rituals that hold the plan together An onboarding plan holds through its meetings. The generated plan has four kinds: the day-one welcome meeting, a 15-minute daily check-in for the first two weeks, a weekly one-on-one after that, and the 30, 60 and 90-day reviews. For phone-based roles, it adds coaching on recorded calls, weekly up to week 8, then every other week. Reviews work better when both sides prepare: the new hire sends a written self-assessment, the manager brings the skills grid and the period’s numbers. Each review ends with a written decision: next-phase goals confirmed or adjusted, level of support, training to add. The “review log” table in the printed version is there for that. When remote, nothing that normally passes through proximity happens on its own: the plan adds a buddy reachable at any time, a shared video work session every morning in month one and a weekly team moment that is not about numbers. When hybrid, it keeps office days for coaching, role plays and shadowing. ## Questions to prepare for each review A useful review fits in a handful of questions, asked both ways. 1. 1 What is learned, and how do we know: scorecard, numbers, peer feedback? 2. 2 Where is the gap with the phase benchmark, and what explains it: skills, data, tools, organization? 3. 3 What is the single thing to work on in the next phase? 4. 4 What does the new hire need that they do not have yet: access, training, documents, manager time? 5. 5 Should support go down, stay the same, or go back up on one specific topic? 6. 6 Are next-phase goals still realistic given what we now know? 7. 7 What would the new hire change in this plan for the next person? ## Classic sales onboarding mistakes - ### Putting them on the phones on day two A new hire who calls before knowing who they are talking to, and why, burns accounts and their own confidence. Two weeks without volume are not wasted if they are filled with listening, role plays and prep. - ### Product training without the customer Knowing the features is not enough: the new hire needs to know which problem each persona wants solved and which objections they will hear. The plan puts the ideal customer and objections before the full demo. - ### Vague goals, or goals shared too late A new hire who finds out at the 60-day review what was expected cannot succeed. Each phase’s criteria are written on day one and reread at the weekly one-on-one. - ### Support that stops all at once Going from a daily check-in to nothing after month one leaves the new hire alone just as volume goes up. Support tapers in steps: daily, weekly, then coaching every other week. - ### Judging a long cycle on signed deals With a sales cycle of several months, no signature is expected within 90 days. Judge pipeline quality and coverage, or the 90-day review ends up punishing the customer’s calendar. ## Go further Tools and guides that complement this plan. - [Sales call scorecard The scorecard to use for call listening in weeks 1 and 2 and in every coaching session.](https://skipcall.io/en/tools/sales-call-scorecard) - [Sales quota calculator To carry the new hire’s ramp into the team’s quotas, month by month.](https://skipcall.io/en/tools/sales-quota-calculator) - [SDR variable pay simulator What the new hire earns while ramping, depending on the shape of the commission plan.](https://skipcall.io/en/tools/sdr-variable-pay-simulator) - [SDR onboarding plan guide The full guide: onboarding pillars, assets to prepare, the role of peers.](https://skipcall.io/en/blog/sdr-onboarding-plan) - [The SDR playbook The reference document the new hire reads in month one.](https://skipcall.io/en/blog/sdr-playbook) - [SDR metrics and KPIs The metrics to pick for the full-ramp target and the weekly benchmarks.](https://skipcall.io/en/blog/sdr-metrics-kpis) - [An SDR’s daily routine To build the standard week of week 7.](https://skipcall.io/en/blog/sdr-daily-routine) - [Call recording and transcription The foundation of call listening and remote coaching.](https://skipcall.io/en/features/enregistrement-transcription) - [All free tools Prospecting calculator, cost per meeting, VoIP test and more.](https://skipcall.io/en/tools) ## How to check that your plan never leaves your browser The plan is built by code running in your browser: names, start date and edits are sent neither to Skipcall nor to anyone else. The tool stores nothing, not even in your browser’s local storage: before closing the page, copy the link or export the plan. The simplest test: once the page has loaded, turn off your connection, then switch role or rewrite a line. The plan rebuilds, since it needs no server. Printing and CSV export also work offline. In your browser’s Network tab, you will see the site’s analytics tools, as on all our pages. None of them receives the plan’s content: the tool area is excluded from session recording, the page address is not rewritten while you type, and only clicks on export buttons are counted, with the chosen role, without any text. ## A calendar full of meetings starts with a call. [Get started now](https://app.skipcall.io/signup) [Book a demo](https://skipcall.io/en/demo) **No commitment** · Number live in 2 minutes ## Frequently asked questions **What is a 30-60-90 day plan?** It is an onboarding plan that splits a new hire’s first three months into three 30-day phases, each with goals, activities and success criteria, and a review with the manager at the end of each one. For sales roles, the three phases are usually learn (the offer, the customer, the tools), practice (build volume with support that tapers off) and own it (work autonomously, close to the full-ramp target). **How do I write a 30-60-90 day plan for a sales rep?** Start from the role and the full-ramp target, then work backwards: what the new hire must be able to do at 90 days, what they must master at 60 days to get there, what they must have learned at 30 days. Then split each phase into weeks with one main activity, one deliverable and one metric, and schedule the manager meetings. The tool on this page does that split for you from the role, seniority, sales cycle, target market and work setup, then lets you edit everything. **How long does it take an SDR to ramp?** There is no honest universal number: it depends on how complex the offer is, the quality of the data, the process and the coaching. The plan suggests a starting curve that reaches the full-ramp target around week 13 for a junior SDR, earlier for an experienced hire, later for a long sales cycle or enterprise accounts. It is a working assumption: the only reliable benchmark is what your last new hires actually did, week by week. **Should a 30-60-90 day plan include quota?** Include a ramped target, not the full quota from day one. The plan expresses each week’s benchmark as a share of the full-ramp target, starting at 0% while the new hire learns. In a long sales cycle, judge the 90 days on pipeline built rather than closed revenue, because deals started in month two will often close after day 90. **What goes into a 30, 60 or 90-day review?** A useful review compares the phase’s written criteria with what happened: skills validated (scorecard, role plays, field coaching), the period’s numbers against the benchmark, the weak spot and its progress. It ends with a written decision: next-phase goals confirmed or adjusted, level of support, training to add. The printed plan includes a review log table to keep those decisions. **Is the plan different for an experienced rep?** Yes, in two ways. Activities change: fewer sales fundamentals, more comparison between past methods and the team’s, and one process improvement to suggest in phase 3. The ramp curve moves two weeks earlier. The steps do not disappear: an experienced rep knows neither your offer, nor your ideal customer, nor your tools. **How do I print the plan or send it to the new hire?** The “Print or PDF” button opens printing with a dedicated A4 layout: role header, summary of the three phases, benchmark table, the thirteen weeks and a review log. Choose “Save as PDF” as the printer to get a file. You can also copy the plan as text, download it as CSV for a spreadsheet or project tool, or copy a link that reopens the plan with your settings and edits.