Development of Training and Mentoring Program

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Introduction

Many a times, organizations do not carry out training and mentoring programs in the right format. Training and mentoring should mainly focus on learning and personal development (Wilson 27). The training and mentoring that employees of Interclean will undergo will be necessary for the coverage of essential skills crucial in their success on the job (Norman et al 46). The program will also be important because it will equip them with techniques and knowledge about what they need to do to bring the new company up to speed with its goals.

Needs

The new training and mentoring needs of interclean employees will be establishing the cause of the program, focus, formality and mode of delivery of the program. The cause of the program will define the main reason why the program has to be pursued while the focus will clarify and concentrate the specific areas where the training and mentoring will address.

Formality of the program will cover the level of official conduction of the program. The program will be designed to cover both formal and informal aspects. Mode of deliver will be both individually and in a group setting.

Objectives

The main objective of the mentoring and training program will be to provide assistance and support for the new staff. Another objective will be to equip the new team with the necessary knowledge about products and skills required in selling so that they can be in a position to close sales.

Additionally, the program will be aiming to help the new employees of Interclean to understand the organization, the expectations of the company from them and how they will go about in achieving these expectations. Besides, the program’s objectives will include human resource development, increasing productivity, career development and improvement of quality.

Mode of delivery

This will mainly concentrate on how the information will be imparted on the trainees. The trainers will use both visual and audio aids, role-plays, buddy learning, lectures and face-to-face sessions. Besides, the trainees will be to undertake a team project to enhance their bonding and improve their teamwork skills. After the initial two week training, the trainees will be introduced to the on the job training.

Performance standards

Standards will enable Interclean to gauge how well the employees got the training and how well they understand their job. These standards will have to be measurable, realistic, objective and clear. The general appraisal of standard will follow a criterion based on quantity, quality, timeliness or promptness, and cost effectiveness of the company.

Quality standards will be used to gauge how well the work is performed while quantity will measure productivity and delivery. Timeliness will measure the effectiveness of soft skills that the employees of Interclean will have in terms of faster resolution of problems.

Cost effectiveness will measure the extent to which employee performance will contribute to cost cutting for the company. There may be other specific measures that will be made by departmental heads for easier appraisal at that level.

Content for training and mentoring

Content will include; the training and mentoring needs, the objectives that the programs hopes to achieve, the methods of delivery, the standards of performance, the appropriate content for the curriculum, the time it will take and the ways through which evaluation will be carried out. Also, the content of the program will focus on the organizations products and services.

The sales people will undergo intensive training on the skills necessary to achieve the company targets and to drive up revenues. The content will also include information about the existing clients and how to handle and maintain them. Further, the training will include information about the different types of clients and the target and niche markets for interclean products.

Time frame

The time frame for the training will be two weeks. After the initial two weeks, the trainees will be put on a longer six-month program to provide for enough time for appraisal. The training will start formally with strict learning of the company missions and expectations as well as the skills necessary of the success of the sales tea.

The second week will be more informal with each sales person buddy leaning with an old employee for mentorship and acquaintance. The two-week period will ensure complete induction into the company program.

Evaluation methods

The evaluation method will be through the use of forms. The sales leadership will appraise individual sales people on their performance against the sales targets that they have been set for. On the other hand, the sales leadership will be evaluate by the senior staff.

The evaluation will seek to have the trainees, reactions, and behaviors on the whole training. Their reactions will seek to know their feelings towards the training program while learning will gauge the level of knowledge and skills trainees gained. The evaluation will be done immediately after every training session and after every two months.

Company management and sales leadership will also engage customers who will be served by the sales people. The customers will be asked to take surveys voluntarily to ascertain if the sales people did apply the techniques and skills that they were taught during training.

Feedback

There will be regular feedback on the progress made by the trainees. Trainees will be monitored by managers and their views about the training will be sought legally. They will be encouraged to provide honest assessment about the training to help in the betterment of the program. The feedback assessment will be done daily by both sales leadership and senior management.

The trainees will be encouraged to voice their feedback on their daily sales reports. Feedback that will be sought will be used to make the sales team more effective and improve on the areas that the management feels needs more polishing.

Alternative development

For those that will need further training, the company will avail other avenue such as seminars that will be full paid for. In fact all trainees will need further training on their specific areas of specialization. The company will facilitate the availability of these trainings to all members after an evaluation is done.

The trainings will begin after the trainees have spent one month on the job. The evaluation will help management determine which areas in the specific specializations will need more polishing. These seminars will compliment the needy trainees to ensure they are well equipped for their job.

Works Cited

Norman et al. A step-by-step guide to starting an effective mentoring program. London: HRD Press 2000. Print.

Wilson, John. Human resource development: learning & training for individuals & organizations. New York: Kogan Page Publishers, 2005. Print.

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