Development_of_a_Training_and_Mentoring_Program

Running head: DEVELOPMENT OF A TRAINING AND MENTORING PROGRAM Development of Training and Mentoring Program University of Phoenix September 28, 2009 Table of Contents Page Training and Mentoring .….…………………………………………………..……....3 Performance Standards…….……………………………………………………...…..3 Delivery Method …..…………….………………………………………………...….5 Content …………..…...…………………………………………………………..…...5 Time Frame ……………… ……………………………………………………..…….7 Evaluation Methods ….………………………………………………………..………7 Feedback ……………………………………………………………………………….8 References ……………………………………………………………………………... Development of Training and Mentoring Program The A new merger in the cleaning business’ between Interclean and Envirotech has given the company a new strategic approach. The company’s sales forces have been successful in the cleaning business. David Spencer the President and CEO of InterClean publicly announced how strongly he believes that the key to expansion lay with the development of full-service solution packages and that the potential for growth and strategic advantage is huge. The new strategy will be announced in the next three to six months in conjunction with training and mentoring program for the stakeholders, employees, and customers that will be needed to support the new strategy. The company has completed a job analysis and selection assessment of the new sales force of the organization. The human resource department will activate the plan into action as soon as possible. The overall organizational fit for the new plan we be analyzed through the Competency model designed in part one of the job analysis and selection. The current inventory of talent will go through the workforce analysis and will show the current and future staffing needs of the company and to support the new strategic approach. Training and Mentoring Needs The company has a talented sales team that will need to adapt to fit in the new direction and approach to teaching the Solutions-based selling programs that will require training and mentoring in the area’s of emerging issues in sanitation, environmental regulation of cleaning and cleaning systems, and OSHA standards. In the past the knowledge of knowing how the product worked was good enough but in the new company our sales force will need to understand how to develop customized packages of cleaning solutions and systems opposed to a mirage of tools and services in the past. Our clients will also need to have their staff trained so our sales team must be knowledgeable in each clients industry for cleaning and sanitation. Our budget this year did not include the training and development funds to support the new direction so we must be crisp and clear on our focus such as on training managers because they will be the frontline to implement the new changes. The training team should look to leverage any current HR policies to see if we can make adjustments to align them with the new direction to contain costs. Our sales staff will go through some intense training over the next few months but I am confident this hard work will pay off for everyone. Objectives of the Training and Mentoring Program The human resource team developed the training and mentoring program for interClean by which the sales teams will form to accomplish the company goals and objectives for this new direction. As stated above the human resource department has completed an organizational and individual assessment to determine the needs that the training team will need to develop in this training and mentoring program. This assessment has determined the skills, knowledge, and behaviors that are needed to learn in order to achieve the desired organizational objectives in the program. A work sample test in which the employee performs a selected set of tasks that are similar to those performed on the job will be administered to everyone at the training program to ascertain cognitive learning and retention. Our goal will be to create training and mentoring program as a dual purpose in achieving company objectives and a fast start program. The first step will be to introduce the sales force to the new organization and the products while defining the role they will play in achieving overall strategic goals of the company. The past performance and specific behavioral characteristics that certain trainees may be selected for consideration as team leaders, mentors, or designation for future team development in the company. The program will integrate employee training needs with the career development process in the minds of the employees. As Miller (2006) writes professional development training encompasses training that will improve an employees’ ability to perform their jobs including managerial training, teamwork training and business presentation skills that they will need with the new direction of the company. The mentoring program is designed to assist an employees’ transition by establishing a working relationship that is based on open communication and trust with their managers and customers. The mentor is often a more experienced person whose role is to support his or her mentee as the employees experience’s their own attempts, failures and successes, This will help develop the employee’s own natural strengths and potential with the company. A mentor can be viewed as an enabler whose goal is as (Phillips-Jones, 2002) states to encourage the development of competencies more easily gained through example, guided practice or experience than by training. Training is also complemented by the knowledge and experience of a competent practitioner. (Miller,2006) states that by integrating a mentoring program with the introduction process, companies combine goal setting, metrics and professional development into one program that measures and reports progress. Performance Standards Performance standards are measured by changes in knowledge, skills and behavior that have been acquired during training and have been applied to the job. There are a number of factors used to measure performance standards of the trainee. The performance standards of the trainer are measured by a number of factors. Action or active learning is a good process by which trainees learn through their experience and is a very good positive indicator of transfer of training to the employees. Exercises are used for the trainer to correct a bad transfer of information to the employee. Computer simulations that are interactive behavior modeling and role playing are good measures for achievement of performance standards for employees. Performance fortunately is a continuous process than can be seen over time and not always immediately with employees. Goal theory is based on principle that a person’s goals can influence their behavior. There has been research that indicates once an individual accepts a goal, and becomes committed to reaching that goal, difficult but, attainable goals result in higher levels of performance than easy goals (Cascio, 2005, p. 268). Delivery Methods Each new company will still have a targeted training class to date there will be seven training classes. Included in the training classes will be the use of lecture, company paid conferences, and video presentation. Interactive computer simulation technology will be created to inform the trainees of the changes in direction, behavior modeling, action leaning, and role playing. With any large group of trainees it is best to support different learning styles in the group through the various modes of training. The classes will be taught by middle manager experts in each of the different skills to increase knowledge and development in the departments. This delivery method is aligned with the direction that David Spencer as outlined in his new strategic approach. Content for Training and Mentoring The classes will be taught by middle manager experts in each of the different skills to increase knowledge and development in the departments. This delivery method is aligned with the direction that David Spencer as outlined in his new strategic approach. The curriculum for the training will be as follows: 1. Product Training – InterClean 2. Communication and interpersonal skills 3. Regulatory and environmental compliance 4. Developing solution based products 5. Leadership and team building 6. Organizational culture and diversity 7. Train the trainer to roll out training Time Frame The time frame for training of the sales department will be held over a four week period with a week of makeup should there be any scheduling issues. This training schedule is developed for the sales department to learn the skills needed to support the new strategic approach and direction of the company. These classes will help to move the company to the next level. The training will be delivered in the order of the new hires and by start dates of the new departments. Evaluation Methods The training of the sales department will be over a four week time frame in order for the sales department to become well skilled in what is being taught to them. These evaluation methods will help achieve the company goals for this year. The company’s sales department will complete the training as order when hired for the new department. Then the company will evaluate how the employees use the training which will show if the training is being learned and applied to the job correctly. A company test will be performed at the beginning of training classes as well as after each class has been completed to see if any improvement in skills has happen as well as to see if the effectiveness of the training class is being given a chance by employees. The goal is to improve the training the best way as possible so the company can determine if the reinforcement of skills or behavior is being taken in by employees and managers in the department. According to Desmone, Werner, Harris (2006) they conceded that training effectiveness is “relative,” but only to the extent that there is no single measure of training success such as productivity or job satisfaction. The effectiveness of training goes beyond evaluation. The evaluation includes the affects of learning before, during and after training. (Bunch, K. 2007) Feedback Throughout the training process manager will be giving feedback to reward positive employee training habits and to get to know the new sales department. The managers will also be giving Negative feedback and will be in the form of constructive criticism to the employees of the new department. The Feedback the managers receive to help guide the team to build a self correction system. It may even lead to the department to build it own self correction program, the goal of feedback is to reinforce positive behavior and to insure that what is being learned is not lost after a month or two Alternate Avenues The training is designed to give the complete skills needed to be successful in Interclean’s products, and services to the costumer’s. While the company’s need for further development in the sales department may occur and most likely will. The needed program will be available through DVD and blue-ray for employees and will be in the company’s break rooms and meeting rooms to be used for missed classes and to keep the message flowing during this integration period. References Bunch, J. K. (2007). Training Failure as a Consequence of Organizational Culture. Human Resource Development Review, 6(2), 142-163. Retrieved September 28, 2009, from ABI/INFORM Global. (Document ID: 1326727471). Cascio, W. F. (2005). Managing Human Resources work place training. Retrieved from https://ecampus.phoenix.edu/content/eBookLibrary2/content/ereader.aspx'assetmetaid=6 dd1de0b-dd7d-4182-b336-8cfad1141f8e&assetdataid=60bc25ea-0fb3-4da4-965e- fa53b9e91f79. DeSimone, R. L., Werner, J.M., & Harris, D. M. (2006). Human resource development. Retrieved from http://proquest.umi.com/pqdweb'inde=11&did=1326727471& SrchMode=ttp://proquest.umi.com/pqdweb'index=11&did=1326727471&SrchMode=1& sid=1&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=12541624 09&clientId=2606. Miller, N. (2006). How to conduct an effective employee training program. Small Business. Retrieved September 26, 2009, from http://smallbusiness.dnb.com/human- resources/workforce-management-hiring-interviewing/1253-1.html Phillips-Jones, L. (2002). Getting a mentoring group off the ground. The Mentoring Group. Retrieved September 26, 2009, from http://www.mentoringgroup.com/08_98_PG/ideas.htm