Career Development Plan Part II
InterClean, Inc, a leader in the eight billion dollar industrial cleaning and sanitation industry (University of Phoenix, 2010), recently merged with EnviroTech, “a company that excels at building long-term client relationships and providing environmentally friendly solutions” (Jones, 2010, para. 1). The merger gave InterClean the opportunity to become a company that not only offers products, but also provides full-service client solutions. To help accomplish that goal, InterClean hired six employees to become a part of the sales team. The new sales team needs intensive training to ensure that the sales teams goals align with those of the company. This paper will include information about that new training program including “training and mentoring needs, objectives of the training and mentoring program, performance standards, delivery methods, content for training and mentoring, timeframe, evaluation methods, feedback, and alternative avenues for those who need further development” (University of Phoenix, 2010, p. 9).
Training and Mentoring Needs
According to Cascio (2006), “the critical first step is to relate training needs to the achievement of organizational goals (p. 295). A skills inventory of the six employees on the new InterClean sales team revealed that each employee has many years of experience in the industry and proven sales abilities. Though the sales associates have sales experience, InterClean is taking a new approach with its business model by offering full-service client solutions and therefore, the sales associates need training that will prepare them for the changes ahead. Cascio (2006) states, “training consists of planned programs designed to improve performance at the individual, group, and or organizational levels” (p. 286). The training will need to include the tools necessary to make the sales associates successful in their new positions while satisfying organizational goals.
Objectives of the Training and Mentoring Program
The Small Business Management Knowledge Base (2010) states, “Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company” (para. 23). With this in mind, upon the completion of the training program, employees will be able to:
??? Develop long-term client relationships.
??? Demonstrate an understanding of “emerging issues in sanitation, environmental regulation of cleaning and cleaning systems, and Occupational Safety and Health Administration (OSHA) standards” (University of Phoenix, 2010, p. 2).
??? Develop customized packages of cleaning solutions and systems.
??? Present client proposals in a professional manner.
??? Maintain accurate client data using the InterClean client management database.
The Natural Resources Conservation Service (2010) states, “Performance measurements are various means established by instructional designers for monitoring learner achievement” (para. 1). Several methods of performance measurement are available including quizzes, interviews, case studies, simulations, and observation (Natural Resources Conservation Service, 2010). The InterClean sales associate training program will use a variety of these methods to determine the efficacy of the training program.
The first method InterClean will use is quizzes and tests. Employees will take the quizzes at predetermined intervals and will take a final test upon completion of the program. The quizzes will test employees competency levels to ensure they are on track with the pace of the program. The quizzes will be electronic and will be a combination of multiple choice and true or false questions. Employees must achieve a score of 85% or better to continue the training program.
The second method InterClean will use to measure performance is simulations. Employees will participate in role-play simulations in which they will have to act out situations that could occur during the course of their employment. These simulations will give the training instructors the opportunity to assess how well the employees handle the situations in the simulations. Employees will complete six simulations during the course of the training program and will receive a rating of exceeds expectations, meets expectations, below expectations. Employees must receive a rating of meets expectations to continue the training program.
The final method InterClean will use to measure performance is observation. During the course of training, employees will prospect clients under the observation of their training mentor. The training mentor will observe each employees interaction with clients, presentation skills, professionalism, and product knowledge. The training mentor will then assess the employees performance and give a rating of exceeds expectations, meets expectations, below expectations. Employees must receive a rating of meets expectations to continue the training program.
According to Cascio (2006), “Training methods can be classified in three ways: information presentation, simulation methods, or on-the-job training” (p. 305). InterCleans training program will include each of these delivery methods. Information presentation will be used to deliver the program content and provide industry-specific information and will include lectures and Internet-based course materials. Simulations, such as role play, will give employees hands-on experience with situations that could occur during the course of their employment. Finally, on-the-job training will help employees become comfortable presenting to clients and building long-lasting relationships.
Content for Training and Mentoring
One of the major objectives of the training course is to learn to build lasting client relationships. Therefore, a major portion of the training will consist of client service training. Some of the employees on the sales team are not accustomed to providing client service and were more focused on closing sales. Therefore, the training will focus on helping the sales team become more involved in the client relationship and essentially becoming InterClean for the client.
Another objective of the training course is to learn how to conduct a professional presentation. The training program will incorporate several opportunities for employees to present so that they can improve their presentation skills. In addition, employees will learn how to use the presentation software so they can develop customized presentations based on their clients needs.
Another objective of the training course is to demonstrate an understanding of “emerging issues in sanitation, environmental regulation of cleaning and cleaning systems, and Occupational Safety and Health Administration (OSHA) standards” (University of Phoenix, 2010, p. 2). Therefore, the training program will include the information employees need to know concerning environmental issues and OSHA regulations.
The InterClean sales associate training program is a 90 day course. The first 30 days will be information presentation. This will consist of lectures and classroom instruction activities. The next 30 days will consist of simulations in which employees will participate in role-play activities to give them experience with certain situations that could occur during their employment. The final 30 days will consist of on-the-job training in which each employee will prospect clients under the supervision of a training mentor. The training mentor will guide the employees and provide feedback on their performance.
Cascio (2006) states, “To evaluate training, you must systematically document the outcomes of the training in terms of how trainees actually behave back on their jobs and the relevance of that behavior to the objectives of the organization” (p. 306). Evaluation of the training program will be an ongoing process. During the training program, as employees receive their evaluations, they will evaluate the training course and the instructors through surveys. InterClean will refer to the training objectives to determine if those objectives are met by each employee and what adjustments should be made. Upon completion of the training program, InterClean will measure employee performance to determine if additional training is necessary.
Employees in the training program will receive constant feedback from the instructors and training mentors. In addition, InterClean expects employees to provide feedback to the instructors and training mentors. Each employee will have three comprehensive interviews with the training mentor in which the training mentor will give feedback to the employee regarding his or her performance during the training program. Other feedback will be given as deemed necessary by the instructors or training mentor.
Alternative Avenues for Those Who Need Further Development
Those employees who do not progress through the training program as expected will be placed on an alternative training cycle. These employees will be allowed to move at a slower pace and extend the training to 120 days. If the employee is still not meeting expectations after 120 days, the employee will be placed on a probationary status and given the opportunity to start the training program from the beginning. After two enrollments in the training program without progress, the employee will be terminated from the sales associate position but will be given the opportunity to apply for other positions within the company.
The sales associate position within InterClean has undergone a complete overhaul. The knowledge, skills, and abilities for the position have changed greatly and the new employees need training to prepare them for those changes. Therefore, InterClean created a new training program for the sales associates, which will give them the skills needed to become successful and help InterClean achieve its goals. This paper detailed the new training programs training and mentoring needs, objectives, performances standards, delivery methods, content, timeframe, evaluation methods, feedback, and alternative avenues for those who need further development. The training program will give the InterClean sales team the confidence to prospect clients and present them with solutions that will build the long-lasting relationships InterClean needs to propel the company to leadership in the industry.
Cascio, W. (2006). Managing human resources: Productivity, quality of work life, profits (7th ed.). Retrieved from the University of Phoenix eBook Collection database.
Jones, S. (2010). Career development plan I. University of Phoenix.
Kraiger, K. (2002). Decision-based evaluation. In K. Kraiger (ed.), Creating, implementing, and managing effective training and development. San Francisco: Jossey-Bass, pp. 331??“375.
Natural Resources Conservation Service. (2010). Instructional Systems Design (ISD): Developing Performance Measurements. Retrieved February 1, 2010, from http://www.nedc.nrcs.usda.gov/isd/isd6.html
Small Business Management Knowledge Base. (2010). Employee Training and Development. Retrieved February 1, 2010, from http://www.bizmove.com/personnel/m4d.htm
University of Phoenix. (2010). Syllabus. Retrieved from University of Phoenix, HRM/531??”Human Capital Management course website.
University of Phoenix. (2010). Week One supplement: InterClean – EnviroTech Merger Scenario. Retrieved from University of Phoenix, HRM/531??”Human Capital Management course website.