Career Development Plan Part II Training and Mentoring
InterClean has now merged with EnviroTech and as a result, has taken on a new strategic direction. Inter Clean does not only sell cleaning products, the company has now branch out to sell full service cleaning solutions for the organization in the health care industry. With taking on new responsibility, InterClean was able to hire a new sales team and develop a new working plan that will help with the strategy of the new sales department (University of Phoenix, 2009).
Management team was able to develop a workforce plan to match closely with the demand of the sales team. To meet these demands management will have to set up training for the new sales team. Before management can set training he must first decided what are the training and mentoring needs, discover the objectives of the training and mentoring program, decide what are the performance standards, delivery methods, the content for training and mentoring, time frame, evaluation methods, feedback, and alternate avenues for the sales team who need further development. Management team will now decided on what training is in need for the sales team.
Management team had to determine the training needs of the sales department based on the job qualifications. The team knew this training had to align with the company??™s new merger and what was require for the new sales position for both merging companies. Management had to make sure the sales team was more knowledgeable about emerging issues in sanitation environmental regulations of cleaning and cleaning systems, and OSHA standards. Sales will need to understand legal environmental, safety ethical and regulatory issues that affect sanitation and cleaning in varied industries and settings, Finally, the sales team will have to develop customized packages of cleaning solutions and systems-not just a patch work of tools and services that include products and process that meet the customer needs (University of Phoenix, 2009). By, knowing what the training is management will develop a training process that will align with what the company wants for the sales department. The training process is going to have to been done in different phases to meet the sales team needs. The first phase is the assessment. This phase serves as a foundation for the entire training effort. The purpose of the assessment is to define what the sales team should learn in relation to desired job behaviors. The second phase is training and development. This phase is to select training media and learning principles for the training program. The third phase will be the evaluation phase. This phase must provide a continuous stream of feedback that can be used to reassess training needs, thereby creating input for the next state of employee development (Wayne F. Cascio,? 2002). Now that management has determined training and mentoring needs, they must progress to the Objectives of the training and mentoring program.
The objective of the training and mentoring program is to identify what performance is necessary for the sales position and the business target. Identify the most effective needs for the sales team to complete the job. Attempt to identify the content of the training in order for the sales team to perform competently. Finally determine how each employee is performing the task that make up the sales position. Following these objectives will prepare the sales team to handle the clients request efficiently and effectively. Now that management team has developed the objectives for the training and mentoring program the team must move on to the training for the performance standards.
The Performance Standards provide the sales team with the specific performance expectations for each major duty that is considered necessary for the job. They are the observable behaviors and actions that explain how the job is done and the results that are anticipated for the job performance. The management team has set up the performance standards to align with the job requirements. These job requirements will help management be able to measure each sales person job performance. The performance standards for the sales department is to maintain a high level of customer satisfaction, keep the customers up to date with new cleaning and sanitation trends, standards, and regulations. Sales team will be responsible for mentoring new associates with experiences in sales, and complete up to 20 hours or more in training. Other performance standards set up for Management team will now let the training department know what delivery methods will be used for the training program.
Management has several delivery methods that can be used for training and mentoring. The first method is information presentation techniques this includes lectures, conferences, correspondence courses, videos, distance learning, interactive multimedia, intranet and Internet, intelligent tutoring, and organization development, systematic, long-range programs of organization improvement. Another method is simulation this includes the case method, role, playing, behavior modeling, interactive simulations for virtual teams, virtual reality, the in-basket technique, and business simulations. The last method is on the job training method that includes orientation training, apprenticeships, on the job training, near the job training, job rotation, committee assignments, understudy assignments, on the job coaching, and performance management (Wayne F. Cascio,? 2002). The delivery methods which will be used for the sales training will be information presentation techniques and on the job training. Choosing these two methods will demonstrate the desired skills, allow sales to participate actively, provide timely feedback on the training performance, and encourage positive transfer from the training to the job. These two methods will also allow the sales team to understand the material and mentor each other based on the information which is given. The sales team can learn from both of these methods at any time while working on the job.
The content for the training and mentoring program will be set up in categories. The first category is relates to the job and general and non- job relation training. This content will cover sales training and skill development consisting of updates on generating leads, responding to inquiries, growth the client base, establishing an effective tracking system, working with long-term clients, generating referrals, time managements, and stress reduction. Job related training will continue to cover sessions regarding updates to the current product line, new applications for existing products, products rolling out over the next year, and products to be discontinued during the next year. The next category is going to be Contract related and Leadership training. This content will consent of contract bidding, estimating contract cost contact, interpersonal relationship skills, how to give constructive feedback, setting personal goals, and managing office politics. The third category is customer service and communication training. The content for this training is how to answer the telephone, how to deal with customers, developing effective writing skills, and how to conduct research. The final category will be compliance and regulatory and computer software training. In the content in these two categories are sanitation, waste disposal, chemical usage, environmental cleanup, word processing application, and office integration software to provide the essential foundation skills needed to use computer technology in selling (University of Phoenix, 2009). The content for the training was set up by the management team now the team will decide on the time frame for the
The time frame needed for the material to be cover for sales team is five days. During the five days the management team will be able to cover the four categories. This time frame will help with the materials needed for the sales team to learn the job. The measurement which the management team is using to determine if the training was a success is the evaluation methods. The two evaluations which will be used to measure the success of the training is going to be surveys which will get information from the sales team and get there overall rating and observation of the sales team which will help with improvements for the next training section. Feedback is essential for the training and mentoring because it allows management team to improve the training and make changes to the process. The emphasis of the feedback should be on positive and negative based on the material that was presented to the sales team. Some alternates avenues for the sales team who need further development will be mentoring by fellow associates or more training classes.
Management team was able to come up with training and mentoring which helps the sales team meet the company objectives. The team Assess Instruction and derive objectives for sales. They develop the training and development phase which select the training media and leaning principles. Finally, the evaluation phase which develop criteria, monitor training and provided feedback. The training and mentoring program was a good success for our new sales team.
University of Phoenix. (2009). InterClean Inc… Retrieved October? 7, 2009, from
University of Phoenix, Week One, HRM/531.
Wayne F. Cascio. (2002). Workplace Training. Retrieved from
Wayne F. Cascio, HUM/531 website.
Week Three – Grading Guide
Note. This report does not need to be in APA format; however, students must include a title page and a resources page.
Career Development Plan Part II??”Development of a Training and Mentoring Program
|Content |Points Available |Points Earned |Additional Comments: |
|60 Percent |9 |X/9 | |
|Report clearly and effectively demonstrates the following: | | |? |
|New training and mentoring needs | | | |
|Objectives of the training and mentoring program | | | |
|Performance standards | | | |
|Delivery methods | | | |
|Content for training and mentoring | | | |
|Time frame | | | |
|Evaluation methods | | | |
|Feedback | | | |
|Alternate avenues for those who need further development. | | | |
|Comprehensive, accurate, and persuasive content | | | |
|Organization / Development |Points Available |Points Earned |Additional Comments: |
|20 Percent |2 |X/2 | |
|The report is 1,400 to 1,750 words in length | | |? |
|Paragraph transitions are present, logical, and maintain the flow | | | |
|throughout the report | | | |
|Mechanics |Points Available |Points Earned |Additional Comments: |
|20 Percent | | | |
|Formatting or layout and graphics are pleasing to the eye (font, | | |? |
|colors, spacing) | | | |
|Rules of grammar, usage, and punctuation are followed, and spelling | | | |
|is correct | | | |
|Sentences are complete, clear, and concise | | | |
|Sentences are well constructed, strong, and varied | | | |
| |Total Available |Total Earned | |
|? |10 | |? |