Hrm 531 Training and Mentoring Program
Training & Mentoring Program
Student
HRM 531
April 4, 2011
Instructor
Training and Mentoring The merger between InterClean and EnviroTech is fast approaching. Our two companies will soon be crossed trained in various functions and positions within the newly formed organization. We have individuals from both organizations who have strong sales and leadership skills. In addition, InterClean executives need to balance growth and sustained success both locally and worldwide. In order to do that, it is necessary to establish a training program for the newly formed sales team. Cascio (2005) explains that identifying content, design, types of learners and what it will do for InterClean are some of the targets to reach for. The real measure however, Cascio explains, lies in the results obtained, in this case how well we perform as a sales team (page 317). As we move forward in this memo, we will explain the importance of evaluating the value of the training program. Since this is a step-by-step process we will break the subjects into the following areas, assessment, training, capabilities, implementation and evaluation.
Assessment of the Training Needs The goal of training assessment needs is to identify areas where the new sales team will need additional support. For instance, since this new sales team is a meld of experienced sales representatives from both organizations, each sales representative has his/her unique style and ability. The next few paragraphs will identify and talk about the training needs identified.
Training - Orientation First, InterClean believes that an employee orientation is in order. Introducing our new sales associates to InterClean procedures and methods of operations and expectations will answer many pending questions. Although some of the newly formed team are from InterClean, it is important to have everyone in the sales team be included in the orientation training. Cascio (2005) believes that there are
Student
HRM 531
April 4, 2011
Instructor
Training and Mentoring The merger between InterClean and EnviroTech is fast approaching. Our two companies will soon be crossed trained in various functions and positions within the newly formed organization. We have individuals from both organizations who have strong sales and leadership skills. In addition, InterClean executives need to balance growth and sustained success both locally and worldwide. In order to do that, it is necessary to establish a training program for the newly formed sales team. Cascio (2005) explains that identifying content, design, types of learners and what it will do for InterClean are some of the targets to reach for. The real measure however, Cascio explains, lies in the results obtained, in this case how well we perform as a sales team (page 317). As we move forward in this memo, we will explain the importance of evaluating the value of the training program. Since this is a step-by-step process we will break the subjects into the following areas, assessment, training, capabilities, implementation and evaluation.
Assessment of the Training Needs The goal of training assessment needs is to identify areas where the new sales team will need additional support. For instance, since this new sales team is a meld of experienced sales representatives from both organizations, each sales representative has his/her unique style and ability. The next few paragraphs will identify and talk about the training needs identified.
Training - Orientation First, InterClean believes that an employee orientation is in order. Introducing our new sales associates to InterClean procedures and methods of operations and expectations will answer many pending questions. Although some of the newly formed team are from InterClean, it is important to have everyone in the sales team be included in the orientation training. Cascio (2005) believes that there are