CREATING A NEW WAVE. A 90 DAY NEW HIRE TRAINING PROGRAM

Presented byMerlin Hahn

Jurassic Sales Call

http://www.youtube.com/watch?v=4Yq-2Mo6coU

Proud to be a Comcaster!

“High performance organizations (HPOs) are designed to accentuate employees’ best

performance and to “produce sustainable organizational results,”

(Schermerhorn, Jr., Hunt, Osborn, 2003, p. 26.)”

Communication

“Leaders need to learn how to influence behavior changes in teams and across the entire organization in order to drive enterprise wide strategy. This will enable one to diagnose and solve any team or organizational behavioral problem.”

Grenny etal.(2014)

The Five Components of Success

Employee Involvement Self-directing work teams Integrated production technology Organizational Learning Total Quality Management

Organic Strategic Planning

The vision for our organization is to be true our stakeholders.

The effort to achieve the vision will involve teaching our new hires to work with diverse people. 

Coaching and mentoring and motivating is imperative to the success of any learning curve

Protecting the Brand.

Figure 5.1 - A Model of theTransfer Process

Table 11.2 - Suggested Characteristics of Different Generations of Employees

(cont.)

Table 11.2 - Suggested Characteristics of Different Generations of Employees

(cont.)

Table 11.2 - Suggested Characteristics of Different Generations of Employees

Figure 11.4 – Shared Responsibility: Roles in Career

Management

Vision

Mission

Strategy

Structure

Scope

Operational Implementation

Compensation

Monetary Non-Monetary

Goals

Organizational Individual

Scientific Methods

Desired Results

Stage 1

The Business Alignment Maturity Model© ~ BAMM

Stage 2

Stage 3

Stage 4

3. Technology2. Process1. People

Stage 5 – Repetitive success with the previous four stages over time.

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Table 11.7 - Managers’ Roles in Career Management

Diagnosing Problems

Understanding the components of change management.

Lack of Organizational Knowledge In ability to Interpret People –

Organizational Relationships. Lack of Understanding our competition

market share. Delivery of information in order to foster

proper business skills.

Analysis of Problem

Managing Change Resistance to Change Through Education To recognize that changes in these orientations involve

changes in attitudes, values, skills, and significant relationships, not just changes in knowledge.

Change Should Clarify Success Maslow argues, once people begin to satisfy their need

to belong, they tend to want to be held in esteem both by themselves and by others. These needs produce such satisfaction as power, prestige status and self-confidence.

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Resistance to Change

PROBLEM STATEMENT

How can we develop and effective a 90 Day training plan for new sales reps and reduce employee churning?

“Team effectiveness can be undermined when the work can be performed by one individual, team

members do not have a common set of goals, team members are not interdependent and team

member skill mix is not optimal.” Robbins et al (2003: 205) and Greenberg and Baron

(1995: 301)

Four Questions to Ask

1. Do employees have the power and the information to be actively involved in making a difference?

2. Do employees understand how specifically they contribute to the bottom line, why they are important, how they create value?

3. Is our organization - who we are, what we do and how we do it - worthy of pride and passion? If we were a volunteer organization, would anyone join?

Our Organizational Culture

PROPOSAL

We will develop an organizational behavioral plan in order to assure sales reps meet or exceed the expectations in the first 90 days.

This will involve external and internal

assessments in order establish broad goals in accordance with our mission ,vision statement and credo as well as protecting the brand.

SOLUTIONS

Empowering employees to want to do their best and not fostering communication is the main reason why companies aren’t successful in today’s economic arena .

Communication Breakdown!

“Some of the barriers that can cause communication breakdowns are physical barriers resulting from people not getting to know each other, perceptual barriers because we all view things differently, emotional barriers which are based on fear and lack of trust, cultural barriers from a lack of understanding, language barriers, gender barriers, and interpersonal barriers which are based on your thoughts and your feelings

(Fitch 1980).”

Learning Theories

Need theories Helps to explain the value that a person

places on certain outcomes. Need - a deficiency that a person is

experiencing at any point in time. Maslow’s and Alderfer’s need theories focused

on physiological needs, relatedness needs, and growth needs.

Learning Theories (cont.)

Need theories The major difference between Alderfer’s and

Maslow’s hierarchies of needs is that Alderfer allows the possibility that if higher-level needs are not satisfied, employees will refocus on lower-level needs.

McClelland’s need theory focused primarily on needs for achievement, affiliation, and power.

Learning Theories (cont.)

Need theories Suggest that to motivate learning, trainers

should identify trainees’ needs and communicate how training program content relates to fulfilling these needs. If certain basic needs of trainees are not met,

they are unlikely to be motivated to learn.

Table 4.3 - Implications ofAdult Learning Theory for

Training

Figure 4.3 – A Model of Human Information Processing

Overview and Objectives

• Conduct a needs analysis using Human Synergistic surveys in order to identify training needs and behavioral gaps to develop training which address said gaps.

• Develop measurable learning objectives and analyze transfer of training. • Teaching new hires the skills needed to be successful in our industry. • Develop one on one coaching solutions to mentor reps who are not

reaching their goals. • Build regular ongoing training programs to further enhance sales

performance and industry knowledge. • Develop leadership, motivation and management for our management

team. • Develop outcome measures. • Chose an evaluation strategy. • Evaluate progress and developing performance improvement plans. • Plan and execute evaluations. • Continual updating of all programs

Designing Effective Training

Training design process A systematic approach for developing training

programs and conducting several LSI and OSI surveys.

Is based on the principles of Instructional System Design (ISD).

Is sometimes referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation.

Should be systematic yet flexible enough to adapt to business needs.

Designing Effective Training (cont.)

Regardless of the specific ISD approach used, all the steps share the following assumptions: Training design is effective only if it helps

employees reach their training objectives. Measurable learning objectives should be

identified before the training program begins. Evaluation plays an important part in planning

and choosing a training method, monitoring the training program, and suggesting changes to the training design process.

Process and Improvement in Detail

Three basic elements of Six Sigma Process Improvement – Rid root causes Process design/re-design-Improve

process Process management- Change

Elements of Process Improvement

Define the problem Measure how the process is working Analyze theories generated Improve root causes removed Control prevent original problem from

returning.

Measure

Define Match Analyze Design and Implement Verify

Analyze

Formulate theories Test Identify root causes

Improve

Evaluate Alternatives Design Improvement Plan for Cultural Resistance Prove Effectiveness Implement

Control

Assure controls are in place so success is achieved

Figure 1.1 - Training Design Process

12 Week Training Class

Week 1- 3 Introduction to your Tool box * Selling the value *Introduction to Conflict * Understanding Conflict * Optimizing SFA * DSX Time Management

Week 4- 6 Customer Service (Know Your Audience and YOU ..Bridging The Generation Gap.) * Who our cliental is mixing and managing four generations * How we target our consumers. And making smart choices *Motivation and Reinforcement * Power Conflict and Negotiation Conflict Styles and Tactics

Week 7-9 Employee Expectations * What is Nature of Selling? * Values and Personality * How Personality and Stress are Related

Weeks 10-12 There is no I in team! Working Effectively in teams Employee Accountability Diagnosing Problems

REFLECTIONS

In order for new hires to be successful we need to embed our structural organizational culture this will in turn lead to the successfulness of our company but also the success of our employees.

Developing this type of culture where management and employees can work together will take time, but the long-term successfulness of the company will last a lifetime.

References

Andrews and Baird, 1986; Bennett and Olney, 1986; Harper Andrews and Baird, 1986; Bennett and Olney, 1986; Harper, 1987; Porter and McKibbin, 1988. http://arno.uvt.nl/show.cgi?fid=114320 Retrieved 9-16-12 Business success and professional advancement (Andrews and Baird, 1986) http://bil.human-synergistics.com.au/content/products/circumplex/passive.asp Retrieved 9-16-12 Human Resource Development Review Vol. 4, No. 2 June 2005 219-245 http://books.google.com/books?hl=en&lr=&id=FGcPVCca1WsC&oi=fnd&pg=PA39&dq=Gibson+e

t+al+2009:+255+%E2%80%93+256+REGARDING+HIGH+PERFORMANCE+ORGANIZATIONS&ots=DW27ndtlHj&sig=bRYhcKES5cj7g1zD7wekiZDbjso#v=onepage&q&f=false Gibson et al 2009: 255 – 256 Retrieved 9-16-12

http://managementhelp.org/strategicplanning/index.htm Retrieved 9-16-12 Noe, R. A. (2010). Employee Training & Development. (5th ed.). New York, N.Y.: McGraw-Hill/Irwin Osborn, R.N., J.R., Hunt, J.G., Schermerhorn, & Uhl-Bien, M. (2010). The Communication Process

and Possible Sources of Noise [Figure 10.4]. Organizational Behavior. Hoboken, NJ: John Wiley & Sons.

Pearson, J. (1983). Interpersonal Communication. Glenview, Illinois: Scott, Foreman and Company. http://books.google.com/books?id=xQEXzk3yRgcC&pg=PA18&lpg=PA18&dq=1987;+Porter+and

+McKibbin,+1988.&source=bl&ots=YYD9VmedJt&sig=mKM-Y0KNN4GMlExFxHv0RUXlWwI&hl=en&sa=X&ei=gzR8UJvhGuiMyAHU1YG4CQ&ved=0CDAQ6AEwAA#v=onepage&q=1987%3B%20Porter%20and%20McKibbin%2C%201988.&f=false Retrieved 9-16-12

R.V. Armstrong & Associates. (1997). High performance organizations. , Schermerhorn, Jr., J.R., Hunt, J.G.

Robbins et al (2003: 205) and Greenberg and Baron (1995: 301) http://smallbusiness.chron.com/characteristics-highperforming-organizations-24187.html Retrieved 9-16-12 http://tresero.hubpages.com/hub/Organizational-Behavior-Terminology-and-Concepts Retrieved 9-16-12