The New Training and Mentoring Needs - Coursework Example

Training Program The new training and mentoring needs Training and mentoring needs for the selected team will be based on two approaches. First will be asking the members what they think they need. The second approach will involve identifying needs through more formal feedback mechanisms such as focus groups, surveys, and structured conversations. Specifically, key training and mentoring needs that require focus in this case include leadership skills, career advancement options, technical skills, knowledge of how to achieve a win-win mentoring relationship as well as the need for the individuals to become better organizational contributors. Objectives of the training and mentoring program The aim of the training and mentoring program will be to retain the skills of the employees from the two merging organizations and enhance and develop them. This is because it is not easy to recruit and retain fully trained staff for the challenges at hand. The training and mentoring program will also seek to utilize the skills already possessed by the selected team and develop the team members so that they have a more flexible approach to their various tasks. Importantly, the selected team members need different types of training and this should be a key point to be considered in the training and mentoring program. Since the selected members are from different cultural backgrounds, the training and mentoring program should focus on ensuring that a multicultural workforce is created. Thus, the training and mentoring program will focus on ensuring that the members develop adequate skills to work in multicultural settings while embracing the opportunities that come with such conditions. They also need to be in a position to handle challenges that may arise amicably. This will enable the organization to be in a position to serve clients from different backgrounds without encountering unwarranted culture shocks. Performance standards As the selected team members were taken for their capabilities in sales, performance standards to be set will follow what the new organization needs to do to capture more customers while also maintaining those previously served by the two companies as separate entities. Team and individual performance standards and measures will be set to measure the level of performance that will be achieved. This will be followed by mapping the standards and measures to relevant individual and team level activities that will contribute to the overall achievement of the team. Terminology will be clearly defined depending on each individual’s level of performance to achieve new targets. This will also involve reviewing the set criteria with team members to assure both knowledge and understanding. Inputs from the management and team members will be used to develop the relative importance weights for the set performance standards. Based on this, a decision will be made on how to collect data regarding the various team members’ performance and to track the performance for each standard and then feeding this information back to the team. These assessments are important as they determine the actions to be taken for improvement. Depending on what is gathered from the evaluations, the organization will recognize different team members’ performance and reward them accordingly as a strategy to motivate team members and increase their performance. Delivery methods 1. Lecture method Lecture method of training is best suited for creating an overall understanding of a given topic. Some variation of the lectures can be used to make message delivery more or less formal or interactive. Pure lectures can be used, in which communication is one way – from the facilitator to the trainees. Lecture is a good delivery method because it ends with a conclusion or summary of the main learning points. Importantly, during the lecture session, trainees listen, observe and also take notes. The method can be useful when information has to be delivered to the entire team at the same time. 2. On-the-job training This involves using more experienced and skilled employees to train the less experienced and skilled staff. It is also a good method given that the selected team members have varying levels of experience in the sales field. Thus, they will exchange roles as need arises for training. On-the-job training takes several forms and can be supported with classroom training. It includes many applications such as apprenticeships, job-instruction techniques, coaching and mentoring. 3. Discussion method Discussion entails two-way communication between the facilitator and trainees to increase learning opportunities. Usually the lecturer will engage the trainees for around 20 minutes and then leave the trainees to discuss. Through the discussion, the facilitator supports, reinforces and expounds on the information presented in the short lecture. This interaction enhances better learning of new ideas. 4. E-learning This involves using several types of technology assisted learning, such as computer based training and distance learning. Distance learning can be appropriately applied in this case because of the possibility of having the trainer and the trainees (team members) in remote locations). It is also inexpensive as the members can easily learn on their portable computers even when at work. 5. Coaching Coaching involves offering one-on-one guidance and instruction to improve the work performance of the people being coached. Although the method is meant for employees with performance deficiencies, it is also appropriate as a motivational tool for those performing adequately. Content for training and mentoring The content for training and mentoring will be customized to the specific needs of the selected team members based on their skills and experiences. For instance, some members are good in trying new ideas, others are good in establishing long term relationships with clients, while others have interest in the local market and current affairs. These issues will be considered to ensure that the training and mentoring program not only advances each member’s ability but also introduces new skills and experiences among the team members. Time frame About two months About six months Two to four months 1. Familiarizing with the new work environment (challenging, opportunities, new tasks and so on) 2. Learning new ideas and putting them to work (much training and mentoring will be done here) 3. Learning new ideas for the future benefit of the company Evaluation methods The following techniques will be used to evaluate the training and mentoring program: Observation Questionnaire Interview Self diaries Self recording of specific incidents The methods will be used to measure the effectiveness of training by looking at a number of items: 1. The participant’s reactions to the training: Whether they enjoyed, or thought it was relevant and interesting. It is important to know if in deed the members learned something from the training. 2. The participant’s learning: This aims to find out whether the training content was assimilated by the participants. 3. Behavior change: The purpose is to assess what behavior change occurred as a result of the training. Since training is about behavior change, this should be reflected, and if not, there is need to redesign the training program or change the facilitator. 4. Organizational results: The purpose is to assess changes in organizational variables such as changes in costs, turnover and productivity. Feedback The new team members need to know how well they are performing at all stages in their training so that they can learn effectively and improve their performance. They need both intrinsic and extrinsic feedback. Intrinsic feedback means cues within the task or job itself. For instance, the team members will be able to tell the new challenges they face in their new work environment. On the other hand, extrinsic feedback comes from sources outside the actual task being performed. This can come from the facilitator or other team members. Alternate avenues for those who need further development The selected team will be able to develop along the following lines: Local market Those who specialize in this area will able to familiarize themselves with the local market and understand the needs of clients in the market niche. Understanding of regulations and compliance issues There will also be a chance for team members to specialize in matters of regulations and compliance. This area is important as it is always ignored by cleaning and sanitation companies, yet it is significant with respect to the consequences of cleaning practices on the environment. Those who specialize in this area will be to handle issues related to these sensitivities, particularly in explaining why the costs involved would be higher in such cases. Problem resolution Other team members will focus on problem resolution. It is evident that many sales people are able to attract new customers, but fail to maintain them due to problems that occur on the way. To correct this, the problem resolution team will in addition to having skills and experiences in other areas, be able to amicably resolve disputes so as to maintain long term relationships with customers. Member’s alternatives will not be limited to the three options above; they will be allowed to also focus in as many other areas which they feel are important for development of their career. References Cascio, W. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits (7th edition). New York: The McGraw-Hill Companies. Encyclopedia of Business, (2nd edition) “Training Delivery Methods.” Retrieved 12 November, 2010, from http://www.referenceforbusiness.com/management/Tr-Z/Training-Delivery-Methods.html Ingram, T.N., LaForge, R. W. and Avila, R.A. (2008). Sales Management: Analysis and Decision Making (7th edition). New York: M.E. Sharpe. http://books.google.com/books?id=fGJ7fUpBb-MC&pg=PA308&dq=Performance+standards+for+sales+people&hl=en&ei=y2TdTJ-8IJCaOsHjrYkP&sa=X&oi=book_result&ct=result&resnum=4&ved=0CDkQ6AEwAw#v=onepage&q&f=false James, R. (1995). The Techniques of Instruction. New York: Gower Publishing, Ltd., 1995. http://books.google.com/books?id=BqkpO46H5GsC&pg=PA10&dq=training+evaluation+methods&hl=en&ei=5IDeTMrnF5i8jAeD_tDJAQ&sa=X&oi=book_result&ct=result&resnum=10&ved=0CFwQ6AEwCQ#v=onepage&q=training%20evaluation%20methods&f=false Read More