Career Development Plan Part Ii

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Career Development Plan Part Ii

Category : Articles

Career Development Plan Part II
Olla S. Bartlett
University of Phoenix
Human Resources 531
[ June 1, 2011 ]
Tina R. Walker

Career Development Plan Part II
This paper will detail the exciting new plan for mentoring and training within Inter- Clean. ???Global domination will start soon??? is the new inspiring slogan. The Inter-Clean executives are focusing resources and energy to ensure the planning for the next stage of development is successful. Since the acquisition of Enviro- Tech incorporating the knowledge and skill of the trained personnel into Inter-Clean is a priority for achieving the goal of market domination. The Strategic Workforce Plan will be detailed in conjunction with part I (Strategic Solutions).
Presenting the Strategic Workforce Plan
Restructuring the new sales team has begun. The analysis of the first evaluation is posted on the employee internet. Instructions are posted in individual company e-mail for next phase of introduced. The sales teams break down will be detailed later in this paper.
Specific training focus will start with product knowledge this is key sales personnel must have expert knowledge of products. Sales personnel should be prepared to answer clients??™ questions concerning environmental impact of products. Knowledge of pricing and account maintenance are next in line. Now the mentoring program will be implemented in this section of training for all new sales team members. Maintaining of clients??™ accounts will be stressed because of importance.
Maintaining high standards for client relationships will be a target focus in all aspects of the new global Inter-Clean. This will entail updates on the progress of their orders. Following from??? factory to delivery??? can be a slogan for the office of the sale department. Mentoring impact will be the strongest in these areas. For client relationships a fund will be set aside included in each sales person??™s expense account for regular scheduled lunches or dinners.
Susan will take point in the mentoring program. Giving pointers to ???after the sale??? information. Ensuring that the client is please with the results of Inter-Clean this repeat business is the goal. Introducing new products first to our clients will be part of the sales package. The art of closing the deal is Susan??™s specialty. In mentoring this skill can be passed to new sales persons and excellence perpetuated.
Building confidence in the product with his knowledge will be Eric. His background with product knowledge will be an asset in mentoring the new sales team members. The objectives of Inter-Cleans??™ goals are to achieve competent sales persons with an acute knowledge of cleaning products for all cleaning situations with excellent customer service. Implementing these qualities in the sales personnel will give Inter-Clean the upper hand for going forward with global sales. Eric??™s expertise will be a strong building block in the Inter-Cleans new focus.
Inter- Clean ???s human resources department will utilize Intel??™s model for retraining workers with test scores that indicate their skills will better utilized in other departments (Cascio, 2006, p. p288). This allows Inter-Clean to utilize the resource of skilled professionals to give inputs for target training. Inter-Clean will connect e-learning to facilitate training programs through the company Intranet. Allowing one hour per day for training purposes will ensure reaching time frame goals. All parts will tie into the whole for global sales and production.

Trends of Training
Other than e-learning and testing on the job training will be the missing link to the puzzle of global service. Behavior modeling is what the mentoring program will encourage. Extracting positive points from the mentor and infusing these qualities in the trainee. Possessing the same similarities helps with this type of program (Cascio, 2006, p. 299). The time frame that Inter-Clean is still six months which is an estimate of the desired goal. Performance standards will be reviewed by the employee manager team, and then to the human resources department for analysis.
Performance Standards
These performance standards are to be evaluated after the first round of tests. Then the mentors will be named and matched. Questions that will be asked are has a changed occurred in knowledge and performance (Cascio, 2006, p. 302) Is this change positively related to training Will this change benefit the company Is the skill level of training meeting Inter-Cleans??™ goal
Ensuring the transfer of training and providing a strong link for this content will be paramount in this learning process. Integrating team skills shall be a focus point in performance standards. Managers and team peer groups will be informed of the progress of the chosen sales members. The group of employees that were not selected for the sales team will have their progress charted for their field. All results for this mass training will be discussed within the six month time period.
Feedback for the employees is imperative for Inter-Cleans??™ goals to be met for global domination. Understanding and application of sales knowledge can be tested for knowledge. In the mentoring program mentors can oversee the clients account and give suggestions directly to employee. Encouragement and confidence are what the end results of this program hope to inspire. This phase blends into time frame.
The time frame is only an estimate. This is estimate is what Inter-Clean believes will be ideal. The learning capability of the individual has to be included in this equation. The training process should take six months and the implementations will be visible the following year. Ensuring the foundation is strong with the sales force will boost sales and confidence (Cascio, 2006, p. 314).
The alternative avenues for the employees who need further development will be utilized as support team members. Allowing for an employee who learns at a slower pace to be a productive part of the team can give a back -up plan for enforcing the sales team. The alternative training will also allow these employees to be a part of different sections of Inter-Clean. Knowledge of different sections of Inter-Clean will create cross -training. This will increase loyalty to Inter-Clean from acquired employees from Enviro-Tech.
Creating new slogans that will celebrate the blended two families will have lasting positive effects on production and sales. The next area of detail will entail the International business. The target plan is to start in Australia since it is an English speaking country. The culture is similar to that of the United States. This will prove to be an ideal chance for the new sales team to utilize new skills (Cascio, 2006, p. 626).
The time frame for this project is early next year. Cost pressures in the economy could become a factor in moving a sales force to speed up International business. This move could prove to prudent decision for the first move. The teams of consultants that are working on the final plans are building defenses against the backlash against globalization (Cascio, 2006, p. 627). The costs of sending executives to Australia are far less than other countries at this time.
Conclusion
The feedback process will ultimately be the success of this programs that are being implemented will be determined with Inter-Cleans??™ success. Intertwined are all the new processed that are being channeled to ensure global domination for Inter-Clean.

References
Cascio, W. F. (2006). Managing H uman Resources: Productivity Quality of work life.profits(7th ed.). New York: Mc Graw -Hill.
Strategic Solutions. (n.d.). Profiles International http://www.profilesinternational.com/solutions_strategic-talent-management/plan .


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