get the most value
TRANSCRIPT
TRAINING MANAGER :
Moch Kurniawan
For training you can email me at [email protected]
TRAINING MANAGER : Get the Most Value from your Training Investment
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The World is Facing an Economic CrisisEconomic Crisis
Current Situation
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“What I hear, I forget;What I see, I remember;
But what I do I understand.”
-Confucius, 451 B.C.
http://www.flickr.com/photos/nicodmus/125326933/
The Fundamental Thinking
Why (reasoning)What (strategizing)How (executing)
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Why
Why is training needed?Provide new skills
Provide new informationKnowledgeAnalysis and Problem SolvingImprove job performance?
MindsetConfidence
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What is a Trainer?
A facilitatorA designerA networkerA quality manager
An organizerA researcherAn “actor”An assessorA motivator
Roles
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SALES TRAINING PROCESS
Follow-Up Training
Planning forSales Training
Developing theTraining Program
Evaluating Training
What Where Training Trainers?Topics? to Train? Methods?
Assess Setting Setting Training Objectives Budget Needs
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Strategic Framework for Employee Training
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http://sparkinsight.wdfiles.com/local--files/factlets/cone_of_learning.png
What : ADDIE
Analysisformal/informal needs assessmentdetermine goals & objectives
Designdetermine the contentdetermine delivery method
Developmentcreate the materials
Implementdeliver the content
Evaluationresults based on objectives
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Two Processes for Designing Training Programs
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Strategy Emphasis How Achieved Key Issues Training Implications
Concentration Increase market shareReduce operating costsCreate market niche
Improve qualityImprove productivityCustomize products
Skill currencyDevelopment of existing work force
Team buildingCross-trainingSpecialized programsInterpersonal skill trainingOn-the-job training
Internal Growth
Market developmentProduct developmentInnovationJoint ventures
Add distribution channelsExpand global marketsCreate new productsJoint ownership
Create new jobsCreate new tasksInnovation
Support high-quality product valueCultural trainingConflict negotiation skillsManager training in feedback and communicationTechnical competence in jobs
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Strategy Emphasis How Achieved Key Issues Training Implications
External Growth (Acquisition)
Horizontal integrationVertical integrationConcentric diversification
Acquire firms for new market accessAcquire firms to supply or buy productsAcquire any firm
IntegrationRedundancyRestructuring
Determining capabilities of acquired employeesIntegrating training systemsTeam building
Disinvestment RetrenchmentTurnaroundDivestitureLiquidation
Reduce costsReduce assetsGenerate revenueRedefine goalsSell off all assets
Efficiency MotivationGoal settingStress managementTime managementLeadership trainingOutplacement assistanceJob-search skills training
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To Train or Not
Low Employee attitude/desire to perform the job
High
Problem: Lack of Knowledge or Problem: Lack of Knowledge or ToolsTools
MethodMethodTrainingTraining
Problem: Bad FitMethod
Consider improper placement of employee in the position
Problem: SystemicMethod
Consider system issues, problem is out of control of the employee
Problem: Low MotivationMethod
Assess personal consequences/ rewards system
High
Job Knowledge
Low
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My Favorite Two
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How
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More successful training
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FACTORS FOR EFFECTIVE TRAINING
Some contributing factors which make training effective are Top Management’s Commitment Need-based Training Motivating the Trainers Number vis-a-vis Quality Willingness and Learning Ability Faculty Innovations
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EVALUATING SALES TRAINING
Level of Evaluation:
What toMeasure:
How to Measure:
When toMeasure:
Reactions:“Are trainees satisfied?”
Perceptionsof training
Course evaluation
Instructor evaluation
Survey Interview
At the completion of training
Learning:“Did the training have its intended effect?”
Knowledge of course content
Exams Self-
assessment Interview
At the completion of training and at points in the future
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Level of Evaluation:
What toMeasure:
How to Measure:
When toMeasure:
Behavior:“Are the salespeople on the job using their knowledge and skills on the job?”
Skills Job
performance Absenteeism Turnover
Performance indicators
Observation Managerial
assessment Self-
assessment
Over the first year after training
EVALUATING SALES TRAINING
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Level of Evaluation:
What toMeasure:
How to Measure:
When toMeasure:
Results:“What effect does training have on the company?”
Job satisfaction
Customer satisfaction
Sales Profits ROI
Survey Experiments Managerial
assessment
A year after the training
EVALUATING SALES TRAINING
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Reactive Needs AssessmentProblem-solving process
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The Three Primary Targets of Evaluation
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Treat all employees as potential career employees.
Require regular re-training.
Spend time and money generously.
Salespeople and sales managers must take the lead in developing what goes into the program.
In times of crisis, increase, rather than decrease, the training program.
BUILDING A SALES TRAINING PROGRAM
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Your difficult boss, customer, prospect, voter, student... probably not stupid, probably just uninformed. There's a
huge difference.[Seth Godin]
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Please call your training department
MindsetMindset• I willI will
• I canI can
• ClarityClarity
SkillsSkillsConfidenceConfidence• Self beliefSelf belief
• Self relianceSelf reliance
• Self MotivationSelf Motivation
Take home message……
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Thank You
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