Free roofing hiring tool
Build a sales onboarding plan around the work your rep will actually do
Turn the role, customer work and available support into a proposed 30-60-90 roofing sales onboarding plan. Each phase should produce something a manager can review: a proposal explanation, a practice conversation or a complete handoff record.
Describe what the rep is assigned to do and who can help. A commercial HVAC handoff, an inbound inquiry and a roofing proposal need different practice. The generator drafts the sequence; your team confirms the resources, owners and dates.
Created by Tim Nussbeck — founder of GhostRep, 20+ years in home improvement sales and operations.
Role
the actual work, questions and boundaries the rep needs to learn
Practice
a useful work sample for each proposed phase
Support
real reviewer time and resources to confirm
Enter your details
Free to use. Review the proposed activities and confirm support, owners and dates before sharing a scheduled plan.
An onboarding calendar is only useful if someone can supervise the practice
An onboarding plan should explain what a new rep will learn, where they will practice and how the manager will decide what comes next. Begin with the actual role. An experienced salesperson who is new to roofing may need scope and process training before more general sales coaching. A first-time appointment setter may need to practice recording a customer request before observing a proposal presentation.
Enter available support as real capacity: the sessions, observations and review time the team can provide. A plan that assigns daily coaching when the manager only has two scheduled sessions creates a hidden dependency. Use the timeline to sequence the work, then check that the support field can sustain it.
Attendance, rehearsal and independent work are different milestones
A new rep can attend a proposal walkthrough without yet being able to explain a proposal. Separate exposure to the process from a practice attempt and from a manager’s readiness decision. In a hypothetical estimating exercise, the rep first watches a scope explanation, then explains one supplied estimate, then answers a homeowner’s question about an excluded item. Each stage reveals a different kind of evidence.
If the explanation is incomplete, specify what to practice again. “Needs more training” gives the next coach little direction. “Can locate the exclusion but cannot explain what the customer would need to request next” points to a much smaller, teachable task. The plan becomes more efficient when practice follows the observed gap rather than repeating an entire week.
Choose the first unsupervised task narrowly
Readiness is easier to judge when the task is bounded. A new rep may be ready to confirm a customer’s appointment details while still needing supervision for an insurance-process explanation. Name the task, the conditions under which it can be performed and the person available when a question falls outside that scope.
Before an independent estimate discussion, rehearse an excluded-work question with a roofing sales role-play scenario. Look for an accurate explanation and an appropriate next step, rather than a memorized pitch. Keep the readiness decision beside the observed attempt. If the rep later encounters a different scope or product, use targeted observation again instead of treating one passed exercise as permission for every sales situation.
A delayed start changes the support calendar too
When a start date moves, check who will be available for observation and review at the new time. The original manager may now be covering a different assignment. Moving only the employee’s dates leaves the plan dependent on support that may no longer exist. Confirm the support and adjust the independent-work expectation together; a date on a calendar is not evidence of readiness. The 30-day roofing onboarding guide supplies a longer calendar example with explicit readiness checkpoints.
When several starts must support the same peak season, use the seasonal hiring capacity plan before assigning onboarding dates. It separates retained capacity, cohort survival and ramp contribution so the manager can see whether the proposed starts fit the coverage window.
What the 30-60-90 windows actually are
Use these as proposed review horizons. The useful unit is a work sample and the support needed to review it. Move, combine or extend phases to fit the actual assignment. SHRM’s onboarding guidance includes orientation, role foundations and mentoring beyond the first day; it does not establish a roofing sales quota or a first-close deadline.
Source: the SHRM onboarding process guide breaks onboarding into preboarding, orientation, foundation-building, and mentoring instead of a single first-day checklist.
Proposed days 1–30
Understand the work
Learn the approved process and explain a fictional example. Identify where the role ends and a specialist or receiving owner takes over.
Milestone: A reviewed work sample with supported statements and unresolved questions separated.
Your job: Provide the current source material and agree when a reviewer can discuss the sample.
Proposed days 31–60
Practice variations
Change the customer question, scope limitation or handoff condition. Practice what to do when the record is incomplete.
Milestone: Different scenarios produce different, source-supported responses and complete handoff notes.
Your job: Review the observed work and choose one specific correction to practice again.
Proposed days 61–90
Review the process
Compare work using the same definitions. Decide which practice remains useful and what additional support is needed.
Milestone: A documented review of work samples, open questions and support still required.
Your job: Confirm any change in assigned duties through the company process; the calendar does not make that decision.
Make the first work sample small enough to review
For a roofing proposal rep, start with one included item, one exclusion and one unanswered question. Ask the rep to explain each in plain language and point to the source. That gives the manager a specific correction to discuss, without depending on whether a customer buys during the training period.
For an HVAC account rep, change the exercise to an occupied-site handoff: access conditions, the customer’s operating hours and the questions for the project engineer. The work sample should change when the role changes.
A fictional 30-day proposal-rep example
Assume a new roofing proposal rep may explain the estimator’s written scope but may not diagnose roof condition. The manager has offered two practice reviews, with dates unconfirmed. These proposed activities fit that limited support; they do not schedule field work or promise a first sale.
- 1
Read one proposal
Week 1Use a fictional roofing proposal to mark included work, exclusions and unanswered technical questions. Work sample: a one-page explanation that does not diagnose the roof.
- 2
Review the explanation
Week 2Propose the first manager session to review that sample. Ask: which statements come from the written scope, and which questions belong with the estimator? Confirm the session time first.
- 3
Practice a changed scenario
Week 3Change the fictional customer question from materials to disruption. Produce a short conversation and a handoff note; leave unconfirmed timing unanswered.
- 4
Compare and revise
Week 4Propose the second manager session. Compare the two work samples, revise unsupported wording and list any technical question for the estimator. Record the support needed for the next phase.
Use a fictional scenario to practice the next customer question. GhostRep Role Play can support conversation practice. Confirm the features available in your workspace and review the attempt with a manager.
Make support commitments visible
A plan is more useful when the reviewer knows what to look at and the rep knows what to bring. Choose activities your team can support, then confirm the time and owner. These are possible support tasks, not a required weekly cadence:
- Observe an attempt. Review a fictional practice conversation or an authorized observation with a clear purpose.
- Change one condition. Use a different customer question to see whether the explanation adapts.
- Check the record. Compare the handoff note with the actual source and preserve disputed information.
- Agree the next practice. Pick a specific correction and confirm who can review another attempt.
Use the agreed review meeting to discuss the work sample. The 1-on-1 script helps prepare the questions for that discussion.
Review a gap before assuming its cause
An incomplete result is a reason to inspect the evidence. Check the task, source records and support provided before deciding which practice would help. Use the sales KPI scorecard to keep metric definitions and periods consistent.
Few recorded appointments
Check opportunity supply, the counting period, missing records and the actual assignment. The count alone does not identify effort, confidence or pitch quality.
Different interpretations of the scope
Compare the rep’s explanation with the current approved document. Identify the exact phrase to practice and the question that requires a specialist.
Incomplete handoff notes
Check whether the form and receiving owner are clear. Separate a missing record from disputed information, then review a concrete example with the rep.
Record what was observed, what remains disputed and the support proposed. A low count alone does not establish its cause or authorize an employment decision.
Avoid plans that cannot be carried out
Scheduling support that does not exist
A weekly review in a generated plan is not an accepted commitment from a manager.
Instead: Enter actual available support and leave unconfirmed sessions open.
Giving every role the same ramp
A setter, a proposal rep and a manager do different work. Generic milestones hide the task each person needs to practice.
Instead: Name the real duty and the work sample that would make its review useful.
Treating a finished module as proof of readiness
Completion records show participation; they do not establish what someone can do with an unfamiliar customer question.
Instead: Review an observed attempt, the source used and the unresolved questions before changing duties.
Frequently asked questions
How long should sales rep onboarding take?
Choose a planning window from the duties to learn, the available practice opportunities and the people who can review the work. Thirty, sixty and ninety days are planning options here, not universal readiness deadlines. A manager handling proposal handoffs needs different practice from a new inbound appointment setter.
What belongs in a 30-60-90 onboarding plan?
For each phase, name the work to practice, a sample the rep will produce, a review question and the support required. Confirm dates and owners before treating the draft as a schedule. A phase ending does not automatically establish readiness for unsupervised work.
Should the plan promise a first sale by a particular week?
No. A signed sale depends on customer choice, available opportunities and the sales process. Use practice work and observed conversations to review progress. A missing sale alone does not establish why someone is struggling or whether they will stay.
Does this tool set onboarding pay or a draw?
No. Use the company-approved compensation terms and route unresolved pay questions to the responsible reviewer. The generator does not supply a standard draw amount, earning condition or pay-change schedule.
What if manager time or field access is unavailable?
Enter the actual constraint. A useful proposed plan can start with fictional records and written practice, while identifying which activities require supervision or permission. It should not silently schedule a mentor, ride-along or customer appointment.
How is this different from a training script?
A training script develops one conversation. An onboarding plan sequences several work samples and review points around the actual role. Use a reviewed script as one practice activity, then check whether the rep can explain the source, record an unresolved question and make the correct handoff.