intern onboarding training program plan - portfolio...

Running head: INTERN ONBOARDING TRAINING PROGRAM PLAN 1

Intern Onboarding Training Program Plan

Alison Chateauneuf

AET 570

March 16, 2015

Randy Howell

INTERN ONBOARDING TRAINING PROGRAM PLAN 2

Intern Onboarding Training Program PlanPart I – Training Program Description

This training program plan is designed to fill a current gap in the onboarding process for

our organizations training internships. The internships we offer are meant to groom the next

generation of trainers of our call center staff. In our current state, we do not have any onboarding

plans for these candidates. This plan will provide a training onboarding program that will

provide a solid knowledge base for these candidates, based upon the direction the team is

currently moving. The onboarding program will take place over the first week the intern is with

the training team. Three very clear goals have been set for this program. The first goal is to

develop the intern’s facilitation and classroom management skills in a group setting. The second

goal is for interns to identify learning theories used within the organization. The third goal is for

interns to describe the daily functions and expectations of a trainer within the organization. In

order to achieve these goals, a strong set of objectives will be put into place. The objectives of

the program will be as follows:

Given a trainer’s job progression framework, the interns will be able to fully

complete a SWOT analysis that determines their strength’s and area’s for

development

Given the book “Teaching at its Best” (Nilson, 2010), interns will be able to

identify five behaviors of successful classroom management.

Given the book “Teach like a champion” (Lemov, 2010), interns will add three

techniques to their teaching style in order to ensure classroom management.

Through a Role Play activity, interns will be able to manage disruptive students

effectively 75% of the time.


Using a specific curriculum module, interns will practice preparing and presenting

in the classroom, using the knowledge they have gained in reading the books

listed above.

Given a list of Bloom’s Taxonomy Verbs, interns will accurately create a chart

with six learning objectives that can be used for one of the courses they have been

assigned.

After completing the above activities and readings listed above, interns will create

a presentation regarding the information they have learned and present it as a

review activity.

Part II- Needs Analysis

In January of 2015, a virtual group session was held between training management and

trainers representing all five call centers and the two sales centers. During these sessions it was

identified that there is currently no program in place to onboard training interns. The training

internship is a developmental role within the organization that aims to groom the next trainer for

the location they work out of. During this group session, it was noted that five interns across the

network for the call centers and two interns across the network for the sales centers would be

brought onboard between February and March of 2015. The concern arises out of the fact that no

current training program to prepare these interns for their role exists. The training organization

prides itself on the use of many different teaching techniques that interns have to learn and use

during facilitation. It has been determined that in order to ensure the interns are prepared for the

standards we are required to uphold in the classroom, an onboarding program is needed.

In order to get a better picture as to what the current internship program looks and feels

like from the perspective of those who have served in the role, interviews were conducted with


three former interns. During the interview sessions, each intern expressed a different experience

as far as how much they felt they got out of the role. All three agreed that the role felt

unstructured and as if they were thrown into the classroom with little guidance. Two of the three

expressed that they quickly adapted and enjoyed the time the spent in the classroom, while one

expressed frustration that more preparation had not been given and had a hard time overcoming

embarrassment as they felt they were not as prepared as they should have been to go in front of a

classroom. Ultimately, there was no consistency in the intern’s experience.

Lastly, we used level zero questionnaires to gauge the opinions of the participants in the

classroom of their facilitators, including the interns. Questions posed included those about how

the participants felt each instructor presented themselves in the classroom, how prepared they felt

the instructor was, what kind of grasp did the instructor have on the materials presented, and how

engaged they felt the instructor kept them during classroom training. The results of the level zero

evaluations indicated that those who served in internships scored a full point and a half below the

regular instructors in presentation and a full three points below regular facilitators in

preparedness and grasp on material. It is expected that the interns would come in slightly lower

on the ten point scale, but the three point differential is alarming and points to the need for more

strategic and consistent onboarding for the interns.


Part III- Budget

Budget Items Expenses per intern

PersonnelInstructors/Facilitators

(1 Facilitator @ $30 hr. x 37.5 hrs.)Interns Salary

(1 intern @ $18hr. x 37.5 hrs.)

$1125

$675

BenefitsInstructors/Facilitators (per wk.)

Interns (per wk.) $57$57

External StaffInsurance Administrative Assistants

(1 admin @ $15 hr. x 2 hrs.) $30Materials

CopyingPrintingDesign

Textbooks

$25$250$90$65 *based on current prices

Technical SupportLearning Management System

Helpdesk Access/TroubleshootingWebsite/internet costs

$0 *already in place$60$0 *company provided

EquipmentLaptops (1 per intern)

Projectors (Bulbs)$550$350

Travel $0 *all parties on siteFacilities

Training RoomsFood

$0 *company property$30 *welcome lunch

Office Supplies $75Miscellaneous $30

TOTAL EXPENSES $3469Income

Call Center Management Budget $1587Participant Fees $0

Training Management Budget $1822Parent Company $60

TOTAL INCOME $3469


Part IV- Staffing Plan

When assessing the staffing need to carry out this program, there are a few things that

need to be considered. The first thing that needs to be considered when bringing on the interns

that will be participating in this onboarding is what staff will be needed to carry out the training.

Each of the call center locations that have been granted an intern slot, will need to make sure

they have one trainer available to facilitate this program. The trainer will need to be experienced

and up to date on the direction that the organization is moving. They also need to be able to

understand the current learning theories that are important to the organization. A full year of

tenure or more in the role is preferable so that the trainer is not still going through their own

onboarding process and can focus on the interns. The next thing to be considered will be the time

requirement involved in successfully onboarding the interns. The trainer assigned to this will

need to dedicate a full 37.5 hour work week to the onboarding program. They then will need to

observe the interns performance for at least 75 hours during the initial weeks they are with the

department so that they can provide feedback accordingly. Additional internal resources are

available in the form of the second trainer on site in the call center who can also fill in portions

of the content and provide observations. External resources come in the form of the virtual team.

These external sources help to fill a gap in availability and any knowledge of the on-site trainers.

Interns may be asked to reach out to a team member who is not on site to complete certain

projects. These team members are available on an as needed basis. The overall success of the

staff in onboarding the interns will be evaluated based upon how quickly the interns are able to

successfully facilitate a class from beginning to end, while meeting all the requirements for

incorporating learning styles and using teaching techniques from Lemov’s (2012) Teach Like A


Champion Book. These evaluations will be conducted by training management either on site or

via video observation.

Part V- Stakeholders and Goals

Stakeholders Partnership goal Ways to build support

Call Center Management

To temporarily increase training staff in order to successfully onboard multiple classes of new hires at the same time

Show a full disclosure of who will be training their new hire classes as well as what content they will be in charge of so that the process can be transparent

Training Team Management

To relieve the stress of back to back and double classes on the current training staff and ensure retention

Prove to them that this program is worth the time and effort by increasing the awareness of incoming interns and getting them on pace faster than before. This ensures a smooth transition into the classroom environment and sets them up for success. The new hires notice less of a difference in facilitation styles and the interns fit seamlessly into the classroom.

Scheduling Analysts To maintain service levels by making hiring goals

Bring in scheduled classes on time and ensure that content is managed so that the classes meet their live dates

Specialty Team GroupsTo develop their people by landing them in intern roles within the training organization

Bring in high performers to the intern roles from specialty teams so that they can see development which is shown to lead to a minimum of another year retention of the employee, or permanent promotion. This encourages others to join the specialty teams as they see the opportunities these teams are granted to develop their careers

Human Resources

To ensure that professionalism and control is maintained in the classroom at all times and that employees are retained

Use the onboarding program to reinforce professional behavior in the classroom and how to manage issue with those who are not acting appropriately. This will translate back into their regular roles, creating a more knowledgeable workforce overall.


Part VI- Communication Plan

Marketing Logo and Slogan


Fact Sheet

Fact Sheet

Why apply for a training internship?Our Training organization prides itself on having one of the best insurance

onboarding programs in the industry. In order to be one of the best, we have to make sure we are on top of industry trends and developing ourselves constantly within our roles. Becoming an intern on this team can open up many doors to new and exciting career opportunities within the organization.

What types of careers can I use this as a development opportunity for?Training Delivery Instructional DesignerContinuous Improvement Coach

Business Analyst

Call Center Supervisor Field TrainerSales Center Trainer Customer Advocate

What’s in it for me?If Training is truly your calling, then you have an opportunity to learn from

trainers who are passionate, dedicated, and fully committed to the learning profession. You will not only gain firsthand knowledge of what the company is looking for in its trainers, but experience that you can pull from when you interview for higher positions within the team. You will be provided with an inside look into the latest learning theories that are being used in our training programs. You will also gain experience in working with and partnering with call center management in order to ensure that new hires successfully transition from training to the call center floor. You will get an opportunity to see the process from interview and hiring decisions to completion of the training and the 90 day post training transition.

So we are asking you……….Are you our missing piece?


Benefits and Promotional Materials

The benefits of this training plan will include several components. The first will be an

insight into learning theories that under normal circumstances an intern may not have access to.

They will benefit from the knowledge and experience their mentors have gained through many

developmental learning sessions. They will learn how to train intergenerational groups within a

corporate environment first hand, gaining experience facilitating in front of a group of up to 20

people. The interns will also benefit in gaining hands on experience using several of the 49

classroom techniques used in Lemov’s (2010) Teach like a Champion book. With the goal of the

program being to develop the next possible trainer for each site within the call center

organization, this will get their foot in the door and get their name out there amongst training

organization management.

Another important aspect of this program is the management component that is included

in the training role. Trainers within the call centers are considered to be a part of the leadership

team. They work hand in hand with supervisors and their managers to ensure that the best

people are hired into the organization and that they successfully transition into their role. The

development in management can open up many doors to other career options, not just those of a

trainer. Participating in a program that can give an intern such benefits is an important selling

point for this program. Allowing them to see how many different doors an internship with the

training department can open will be key in attracting talent initially. In order to keep the talent

interested in options opening within the training organization, listing all the different jobs that

occur within the role of the organization directly related to training will be important. Many

interns have no idea as to what types of opportunities are available within the company or what


those job classifications do. Allowing them to see that there is more parts to training than simply

new hire delivery could be eye opening and a huge driver in talent retention for the company.

This program will be promoted through print and email campaigns. The printed version

of the fact sheet will be posted on each supervisor’s team huddle board. In addition there will be

signs posted in the break room on the bulletin board. An e-mail campaign designed with the “Are

you our missing piece?” slogan will be sent out directing them to a fact sheet near them for more

details about why they should consider applying for an internship with the training department.

This marketing campaign will be minimal in cost and is included in the budget under Copying,

Printing, and Design.

Part VII-Program Evaluation

The training mentor from each site will be responsible for conducting several evaluations

over the course of the internship. Once the required data is collected and analyzed for each site, it

will be brought to the training manager in order to compile and come up with a final overall

result for the program. The training manager will present the results at the quarterly team

meeting and determine the success and opportunities within the program. The results will be

used to make the necessary changes to the program in order to meet our ultimate goal of

developing the next generation of trainers for the call centers.

The interns will be held to two separate business related goals. The first is new hire

performance metrics. These goals will consist of the overall average handle time, after call work

time, outbound call percentage, availability, leads to bind, overall leads to call percentage, and

average quality score for each new hire. A baseline goal will be set and success will be

measured in 70% or more of the new hire class facilitated by the intern is meeting this goal. The

goal for actual trainers is 80%. This metric is adjusted to account for the intern’s inexperience


and provides the cushion for the learning curve that will occur. This metric can be graduated

upwards depending on how long the intern is with the department.

The second measurement will be based off of a facilitator observation form. The

facilitator observation form lists facilitation behaviors and techniques that are expected to be

displayed in the classroom. This form will be filled out by the training mentor during a

classroom observation. Each intern will have an observation performed at the beginning, middle

and end of the internship. This will provide three scores that will be averaged together to give an

overall total. This is similar to quarterly observations performed by training management on

trainers who are in the actual role.

An additional level 1 evaluation of the overall program will be sent to each intern at the

conclusion of the program to obtain detailed feedback on the program itself. This feedback will

be sent directly to the training director who will keep the results anonymous and present all the

feedback as a whole during the quarterly team meeting.

Conclusion

This program has been put together with the intention of making our internship program

one of the most organized and successful in the organization. We will gain reserves of talent that

will be available should something happen to a current trainer, an additional role were to open

up, or if a trainer were to get promoted out of the position. We have already seen success in

hiring people have previously served as interns, however their development took over a year.

This program will provide us with people who are ready to step into the role and succeed

immediately, with minimal guidance and effort on the part of their manager. This has the

potential to be a huge win for the organization.


References

Lemov, D. (2010). Teach like a champion: 49 techniques that put students on the path to

college. (1st ed). Jossey-Bass.

Nilson, L. (2010). Teaching at its best: A research-based resource for college instructors. (3rd

ed). Jossey-Bass.

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