Career Development Plan

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Career Development Plan Part II
Weston Weekes
HRM/531 Human Capital Management
April 22, 2010
Jeff Herring

Career Development Plan Part II
Now that the new sales team has been developed and the strategic plan has been outlined the teams??™ training needs must be specified. The new management is committed to both the training and development of every employee. Employee education is a key to any successful companies??™ success. Currently the team has a broad spectrum of strengths that have placed them in this talented sales force, and weaknesses that with the proper training and required attention can become strengths. This additional training will affect everyone. It has been forecasted that with the organization and strategic goals of the new company we will have much to learn, new regulations, additional product knowledge and a greater understanding of the service side of the industry must be addressed and applied. Every member of this team has been chosen for his or her abilities, skills and willingness to meet and exceed goals, but there are always skills that all of us could improve on. With a willing attitude and drive to be the best we can be we all will receive boundless benefits within this company. ???The winner??™s edge is not in a gifted birth, a high IQ, or in talent. The winner??™s edge is all in the attitude, not aptitude. Attitude is the criterion for success??? (Dennis Waitley).
To assess effectively the new teams training needs the use of a training analysis must be employed. This analysis will help to determine several aspects of the training process that may need attention and focus as training begins. First it will help to align our training practices with the strategic goals of the company. Then a demographic analysis will be performed. This information will access the specific needs of our group taking into consideration the individuality and background of each team member. After that an organizational analysis will give us useful information about what it will take to align our training practices to meet the companies??™ expectations. The final analysis focuses more on the individual employee and will examine how each person is performing and if more specialized training is in need (Casio, 2005).
The strategic goal of InterClean is to become the authority in providing both quality products as well as unmatched service in sanitation for all current and future customers of the globe. This goal empowers our training practices to reach new heights. This company wants to be a global leader, this means our training must be on a global plane. Demographically we have a team makeup of different ages and backgrounds and although this information is important to who we are as a team it has been determined that special training consideration demographically is not necessary. Our training operationally will focus on several aspects, perfecting of customer service skills, critical thinking practices and problem-solving techniques will be the main focus. Diversity training, market research and product knowledge training will also be addressed. To personalize individual training needs there are several methods and practices that we will use. Tool such as a skills assessment survey and peer evaluation will be first on the list.
???An excellent way to elicit input and establish training priorities is through the use of a self-administered, skills assessment survey. A well-designed survey will evaluate skill expertise over a wide array of categories such as administrative tasks, product knowledge, and sales proficiency. For example, it is quite common for a low producer to rate themselves high in product knowledge and low in sales related categories. The skills assessment survey not only provides a good benchmark of an organizations current overall training level, but it also serves to identify potential peer trainers as well. With the appropriate person, peer training can be extremely effective and therefore should be encouraged??? (Boe, 2010).
The teams individual training needs will be reviewed on a one-on-one basis, strengths and weakness will be assessed by the individual and his or her peer training partner to assist with the alignment of individual goals for improvement with those of InterClean.
In a peer training or mentoring program much emphasis in made on improving personal performance and interpersonal skills. With steady monitoring of steps taken an employee can be guided through the training process eventually to lead to ultimate personal and professional success. The process of mentoring can provide much more to the employee than aid in training alone. ???Successful sales professionals are coaches, too. One of the biggest obstacles to sales success isnt that people arent trained well. Its that they arent coached regularly to reinforce what theyve learned in the training??? (Prestil, 2007). Mentoring can establish long lasting professional relationships with the employee. This activity cannot only teach lessons for success in his or her career but also in their personal lives as well.
The delivery of training information will be represented in many ways. Lectures, online courses, conferences and interactive simulation will all be avenues represented in the training development core. These will all be prepared and delivered by several different working departments, human resources; upper management, sales management as well as accounting and product delivery will all take an active role in presenting specialized information as part of development training. Participants in the program will have the opportunity to meet with training mentors every Friday morning for 12 weeks. These training meetings will provide tools to the sales team member in behavioral development, practical skills, practice sessions, and interactive role playing. Regular attendance and implementation of the skills represented in these training meetings will be a valuable key to outstanding training success in this company.
As the employee finishes the 12 week development period each team member will be assigned an active job coach. This person will be a medium for the employee from new trainee to full on and active employment. The coach will be there to follow-up on skills learned in training as well as any uncompleted certifications. After the training period the employee will be evaluated on a six-month basis. This evaluation will include performance information, an assessment of skills and knowledge, personal development, and sales ability. ???Employees may be asked to evaluate their own performance and discuss how their perceptions compare to those of their supervisor. Such discussions provide the opportunity to clarify expectations, correct misconceptions, explore barriers to successful performance, and develop a plan for continuous improvement. ??? (Armstrong, 2001) Constructive feedback as well as personal goals setting will be included and realized as an essential part of personal and professional development. Waypoints reached as well as ongoing performance standards are key to the performance evaluation that will clearly state how the employee is faring compared to the company standards. When expectations on an evaluation are met, not met, or exceeded it should be clearly notified and proper attention given. This will aid the employee, about what he or she is excelling in as well as areas that need improvement. To the employer a performance evaluation can clearly indicate how well training is being received. Positive and satisfactory marks on a performance evaluation will be present if the employee has continued to maintain high levels of performance always improving on specified skills as well as maintaining a positive attitude.
This training process will empower our employees with the tools necessary to carry out the mission of this company and develop their established abilities. This training can be structured to fit people on every skill level and can help all employees to expand their knowledge.
???There is a critical need for effective sales training to address the obstacles and challenges that sales training professionals face in achieving their goals. Regardless of the content, delivery mode, or implementation strategy, effective sales training must help the sales representative scrambling to close deals and generate revenue to pull her own weight, contribute fully to the overall team, and sustain and enhance their knowledge and skills.??? (Lambart, 2009).
InterCleans goal is not only that of increasing profits and expanding services. It is also to develop its employees into individuals that have the skills and abilities to reach their own goals financially and personally. The established training program has had its??™ successes with the old InterClean model. Now with the new direction, new team members and new sales team they will be able to apply effective established principles and start building upon new ones.

Armstrong, M. (2001) A Handbook of Personnel Management Practice, 8th edn.
London and Milford, CT: Kogan Page
Boe, J. (2010). Sales training tips from the trenches. American Salesman, 5(2), 14-16
Cascio, W.F. (2005). Managing Human Resources (7th ed.). New York, NY:
Lambart, B. (2009). Sales training takes center stage. T+D, 63(8), 62-63
Prentice Hall Inc.
Prestil, A. (2007, June 10). Coach for sales success. Credit Union Magazine, 73(6), 76