get the most value

TRAINING MANAGER :

Moch Kurniawan

For training you can email me at mochkurniawan99@gmail.com

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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