Behrens Automotive Behrens Automotive Components CompanyComponents Company

Pre-International Assignment Training Proposal

  

Training PurposeTraining Purpose

• Reducing turnover in international and domestic sales force.

• International Rate –35%• Overall rate -20%

• Increase Sales revenue• Improve image of International program• Increased support from management and

other sales people

Training GoalsTraining Goals Specific Goal Expected Change Time till goal reached

Turnover Rate -15% International, -5% overall 8-12 months

Sales Increase 20% International, 5% Overall 6-8 months

Customer Satisfaction

   

-Rate of Returns 10% decrease 6-8 months

-Repeat customers 25% increase 8-12 months

Training LevelsTraining Levels

• High Rigor• Korea, Japan, Singapore, and China

• Medium Rigor• Bulgaria, Romania, Lithuania, Latvia, Finland,

and Norway• Low Rigor

• England, Spain, Italy, France, and Germany

Program PoliciesProgram Policies• Key people to involve• Key attitudes to look for• Succession planning• Use of external services

Key People to InvolveKey People to Involve

• Mentors– High position in the company– Previous overseas experience

• Managers– Identifying people– Early development

• Employees– Never keep them in the dark

Key AttitudesKey Attitudes

• Open minded• Tolerance for Differences• Curiosity• Motivation• Stress Management• Flexibility

Succession PlanningSuccession Planning

• Overseas assignments are key to promotions

• Involvement in assignments show interest for longevity

External ServicesExternal Services

• Internal employees may lack necessary means to train

• External services may be more cost-effective

Training DesignTraining Design

• Low rigor England, Spain, Italy, France Lectures Videos

Training DesignTraining Design

• Medium Rigor• Intercultural learning exercises• Role playing • Simulations• Bulgaria, Romania, Lithuania, Finland, Norway

Training DesignTraining Design

• High Rigor• Field trips to the host country• Meetings with the country’s nationals• Intensive language training• Korea, Japan, China

Transfer of training Transfer of training

• Effective training transfers to the work environment.

• Factors influencing training transfer– Company culture– Training transfer theories– Company support

Company CultureCompany Culture

• Work environment influences learning & retention

Culture must be supportive to change through training

• Opportunity to use new skills– Cultural affiliation– Language– Product expertise

Theories of TransferTheories of Transfer

• Stimulus Generalization– Application of principals to numerous situations* Negotiation, Sales Skills

• Cognitive Theories of Transfer

• Self-Management strategies-Reduce lapses

Training SupportTraining Support

• Managerial Support• Benefits & success • Level of support• Action plan’s

• Peer & Technological Support• Support networks• Mentors• EPPS

Evaluation ProcessEvaluation Process

• Conduct a needs analysis• Develop measurable learning outcomes• Develop outcome measures• Choose and evaluation strategy• Plan and Execute the evaluation

Needs AssessmentNeeds Assessment

• Helps identify what knowledge, skills, behavior, or other learned capabilities are needed

• Specific sales position• Guidance on self-management• Understand product knowledge• Support from management

Develop Measurable Learning Develop Measurable Learning OutcomesOutcomes

• Cognitive • Affective• Results• ROI

Develop Outcome MeasuresDevelop Outcome Measures

• Criteria Relevance• Criterion Contamination• Criterion Deficiency• Reliability• Discrimination

Choosing Evaluation DesignChoosing Evaluation Design

• Threats to Validity• Believability• Generalizability• Pretest/Posttest• Time Series

Plan and Execute the Plan and Execute the EvaluationEvaluation

• One to Two designated leaders• Needs assessment includes specific

business impact measures• Focusing on content of program• Group of people to handle technical

assistance• To present the evaluation