Behrens Automotive Components Company
description
Transcript of Behrens Automotive Components Company
Behrens Automotive Behrens Automotive Components CompanyComponents Company
Pre-International Assignment Training Proposal
Training PurposeTraining Purpose
• Reducing turnover in international and domestic sales force.
• International Rate –35%• Overall rate -20%
• Increase Sales revenue• Improve image of International program• Increased support from management and
other sales people
Training GoalsTraining Goals Specific Goal Expected Change Time till goal reached
Turnover Rate -15% International, -5% overall 8-12 months
Sales Increase 20% International, 5% Overall 6-8 months
Customer Satisfaction
-Rate of Returns 10% decrease 6-8 months
-Repeat customers 25% increase 8-12 months
Training LevelsTraining Levels
• High Rigor• Korea, Japan, Singapore, and China
• Medium Rigor• Bulgaria, Romania, Lithuania, Latvia, Finland,
and Norway• Low Rigor
• England, Spain, Italy, France, and Germany
Program PoliciesProgram Policies• Key people to involve• Key attitudes to look for• Succession planning• Use of external services
Key People to InvolveKey People to Involve
• Mentors– High position in the company– Previous overseas experience
• Managers– Identifying people– Early development
• Employees– Never keep them in the dark
Key AttitudesKey Attitudes
• Open minded• Tolerance for Differences• Curiosity• Motivation• Stress Management• Flexibility
Succession PlanningSuccession Planning
• Overseas assignments are key to promotions
• Involvement in assignments show interest for longevity
External ServicesExternal Services
• Internal employees may lack necessary means to train
• External services may be more cost-effective
Training DesignTraining Design
• Low rigor England, Spain, Italy, France Lectures Videos
Training DesignTraining Design
• Medium Rigor• Intercultural learning exercises• Role playing • Simulations• Bulgaria, Romania, Lithuania, Finland, Norway
Training DesignTraining Design
• High Rigor• Field trips to the host country• Meetings with the country’s nationals• Intensive language training• Korea, Japan, China
Transfer of training Transfer of training
• Effective training transfers to the work environment.
• Factors influencing training transfer– Company culture– Training transfer theories– Company support
Company CultureCompany Culture
• Work environment influences learning & retention
Culture must be supportive to change through training
• Opportunity to use new skills– Cultural affiliation– Language– Product expertise
Theories of TransferTheories of Transfer
• Stimulus Generalization– Application of principals to numerous situations* Negotiation, Sales Skills
• Cognitive Theories of Transfer
• Self-Management strategies-Reduce lapses
Training SupportTraining Support
• Managerial Support• Benefits & success • Level of support• Action plan’s
• Peer & Technological Support• Support networks• Mentors• EPPS
Evaluation ProcessEvaluation Process
• Conduct a needs analysis• Develop measurable learning outcomes• Develop outcome measures• Choose and evaluation strategy• Plan and Execute the evaluation
Needs AssessmentNeeds Assessment
• Helps identify what knowledge, skills, behavior, or other learned capabilities are needed
• Specific sales position• Guidance on self-management• Understand product knowledge• Support from management
Develop Measurable Learning Develop Measurable Learning OutcomesOutcomes
• Cognitive • Affective• Results• ROI
Develop Outcome MeasuresDevelop Outcome Measures
• Criteria Relevance• Criterion Contamination• Criterion Deficiency• Reliability• Discrimination
Choosing Evaluation DesignChoosing Evaluation Design
• Threats to Validity• Believability• Generalizability• Pretest/Posttest• Time Series
Plan and Execute the Plan and Execute the EvaluationEvaluation
• One to Two designated leaders• Needs assessment includes specific
business impact measures• Focusing on content of program• Group of people to handle technical
assistance• To present the evaluation