Career Development Plan Part Ii

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Career Development Plan Part Ii

Category : Articles

Career Development Plan Part II
Nathalie M. Salib Helard
University of Phoenix
HRM/531PR
Prof. Jose Mora-Grana
October 2, 2013

Career Development Plan Part II
Development of Training, Mentoring and Coaching Program
The reorganization of InterClean and its new market approach in Puerto Rico has allowed for several changes and transfer of existing employees into Puerto Rico. The new sales team will need to be trained to be successful on the job and to help the company accomplish its goals.
First we need to define what training, mentoring and coaching mean. Training consists of planned programs designed to improve performance of the individual, group, and/or organizational levels. Training is very formal, should have well-defined learning objectives, and is often relatively brief as compared to coaching or mentoring. The trainer has extensive experience or knowledge in the subject that is being delivered.?  It is expected that the participants in the training learn from the trainer. There are many different training and development methods; for example some are on-the-job training, informal training, classroom training, internal training courses, external training courses, life-coaching, mentoring, skills training, product training, technical training, and distance learning, to use according to individual and organizational training needs.
Mentoring is an informal relationship between two people.?  A mentor will do many of the same things as a coach or even someone who is a trainer, but there is no formal obligation on the part of either party.?  The mentors role is to help the mentored to find his/her own true self; to experience their own attempts, failures and successes, and by so doing, to develop his/her own natural strengths and potential.
A coach is a coach from the start of the relationship with the person being coached.?  The person being coached has a specific goal to achieve.?  It can be long term or short term, but it is specific.?  The coach is there to help that person meet their goal.?  Once the goal is met, the relationship is re-evaluated.
The objectives of the sales training are to:
??? Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the sales representative in making real, lasting change.
??? Use questioning techniques to facilitate the sales representative??™s own thought processes in order to identify solutions and actions.
??? Support the sales representative in setting appropriate goals and methods of assessing progress in relation to these goals.
??? Creatively apply tools and techniques which may include one-to-one training, facilitating, counseling & networking.
??? Encourage sales representative to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals.
??? Work within their area of personal competence.
Setting sales professional performance standards for achieving these skills over a specified time period typically involves analyzing sales job roles, developing a training program to meet the organization specific needs, deploying the training program over a specified time period and revising the program based on operational sales metrics.
There are five new members to the sales team. They are all familiar with the industry and have been working in the industry for a many years between them, so there is a lot of valuable experience between them. Some employees have great leadership abilities and expertise in the solutions-based products that InterClean is pursuing. One of the new employees has great sales experience and is quite experienced in accomplishing goals. Two of the new employees have great customer service skills and one of them has experience as a trainer. All of the employees have some knowledge in various areas that would be beneficial to InterClean??™s sales team. They could all benefit from training and mentoring that would enhance the skills they already have.
All of the employees will go through customer service training so that they are trained on handling different types of customers. This training is needed because InterClean plans to pursue a broader customer base and each sales person will need to know how to handle all types of customers. They have not worked in a team environment before or in a new market, therefore, the new team will also receive training in team building and interpersonal relationships.
They will attend outsource trainings like workshops provided by InterClean, Inc, EnviroTech, and various companies to make sure that each member meet the varied training needed. Each member will also receive one-on-one training, and have access to online training periodically as they continue to grow with the company. The one-on-one training is designed to be able to pin point specific issues that the member is having trouble with. The advantage of one-on-one training is that it can be schedule when needed and for most companies in todays cost-cutting environment, individual training is a wise investment (Leeds, 1996). One-on-one training saves money because it??™s only for the individuals who need the extra help and not everyone is required to attend.
The online training sessions will be an excellent choice of further development because of its extendibility, accessibility, and suitability. The employees can proceed through a training program at their own pace and at their own place. They can also access the training at any time. This will keep each member competitive and current with the latest industrial cleaning and sanitation industry developments. To those employees who need further training that will address a weakness with their capabilities; and individual class will be available to further enhance their ability to perform at the highest level.
The content of the sales training includes analyzing sales job roles and aligning competencies with each role and level. Sales professionals should be able apply basic principles, theories and concepts to selling products and services. Design a sales training program to prepare sales professionals for functioning well in the new environment. Establish learning objectives required to achieve optimal sales professional performance. Create instructional presentations that provide details on how to locate resources, quote prices, follow guidelines and interpret policies. Provide sample sales presentations and provide instruction on tools and templates. Publish tips and techniques that your sales professionals can use during the researching, evaluating and purchasing phases of the customer purchasing cycle. Develop a multiple-test of product knowledge for the sales force. The test should include questions about increasingly more complex product, service and business issues that a sale professional might encounter. The trainees will need to complete the test and get a grade of 80% or higher. Establish a training deployment schedule by providing lectures, workshops or web-based training to new sales employees in their first few weeks on the job that covers product or service overview fundamentals. In the next few months, instructions will be provided on how to use the customer relationship management systems used by the company. By the end of their first year, sales professionals should complete training to develop their communication skills, including influencing customers, negotiating prices and overcoming objections.
The timeframe for training depends on how well the employees are responding to the training techniques that are being used. When companies have concerns about performance levels, retention rates or employee satisfaction, establishing comprehensive training and mentoring programs ensures that workers get the opportunities they need to acquire the skills and knowledge they need to be successful on the job and achieve the companys strategic goals.
Training can be evaluated not also by the quality, but by the employee readiness and the degree of organizational support for the training. The organization can evaluate sales professionals on a regular basis, for example, with an annual performance review, including observation, peer review and customer input. The organization can also analyze operational metrics, such as sales closed, to determine performance gaps and provide remedial training if necessary or disciplinary action if warranted.
Feedback is essential both for learning and for trainee motivation. The emphasis should be on when and how the trainee has done something correctly. The organization should provide feedback as soon as possible after the trainee demonstrates good performance. (Cascio, 2005).
As an organization, helping your people to develop is the greatest contribution you can make to their well-being. The organization will be rewarded many times over through greater productivity, efficiency, environment and all-round job-satisfaction. After attending these trainings each member will feel confident in his or her job title and position. This will help the company stay with or even ahead of the competition.

References

Cascio, W. F. (2005). Managing Human Resources. : McGraw Hill Companies.
Mondy, R. W. (2008). Human Resource Management (10th ed.). : Prentice Hall, Inc.
Leeds, D. (1996). Training one-on-one. Training & Development, 50(9), 42. [pic][pic][pic]


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