A rep who quits over a broken plan is a capacity problem, not a payroll line. You lose every euro you spent ramping them, then pay it again on the backfill. That is the true cost of a bad hire and a slow ramp. Every role has one number that is its job, and if that number does not move in one cycle it is a mis-hire. So you ramp on doing, not slides. Onboard in the order the brain retains under stress: industry, then product, then sales. Pair every classroom hour with a doing hour, then reinforce one skill a month every single week.
Read time: about 5 minutes. First step runnable Monday morning.
Take your most recent hire and write the single number that is their job. For an AE it is pipeline created and velocity. For an SDR it is qualified pipeline accepted. For a CS hire it is net retention and activation. Then check whether that number moved in their first full cycle. If it has not, you have your answer, and every week you wait burns capacity you already bought. This one number is both your ramp target and your mis-hire test.
Start here: name the one number for your newest hire, and the leading indicator that predicts it. You need the role, the comp plan, and the last cycle of activity data.
Ignore this week: the 90-day slide deck, the eight-module curriculum, and the culture-immersion week. They feel productive and delay real pipeline.