Career Development Plan

Training must be addressed in such a way that it covers the employees’ performance-development needs and is in accordance with their job descriptions.

c) Arbill, a Philadelphia-based workplace-safety consultancy, takes that observation to heart. The company boosts morale by giving the troops more responsibility. "We created employee committees to do things like set up a health fair, a food co-op and other [projects]," says chief executive Julie Copeland.

The training is expected to reduce the performance gaps at Lowe's Company Inc. by improving management and employees experience, knowledge and skills. The training is to identify and help employees with their roles and responsibilities to fulfill customer needs. Training will equip leaders with conflict management skills and motivation skills to help increase sales and focus on organizational goals. As a general outcome of the training, the training will enhance customer service skills, knowledge around products and services. Lastly, build leadership skills that will better serve employees by boosting their engagement level.

Training can be delivered by either the members of the compliance team or by line managers.

A customer must engage with the customers to build a successful career. This is important because it results with a happy customer, after making a sale, a salesperson must rely on communication skills; which involves communicating by talking and listening to answers, and paying attention to that they might express, through their behavior

To summarise the informal interviews with trainers it has become apparent that these individuals also need a level of training to better the departmental training in which they provide to others. To be able to cater for different needs and change plans in order to meet deadlines. To work with other trainer and provide a consistent program that is both effective and efficient.

With this in mind, the training program should start with manager training followed by total team training in a group setting. Allowing a facilitator to lead training that engages the team in discussion-based

Section 2: Mentor Development - Starts in month five and continues through program (Objectives 4, 7, 8)

Storyboards and initial prototypes of the training solution are proposed and reviewed with the client. Feedback is received, and initial training solutions begin to take shape. Types of training solutions, classroom, web-based and blended learning programs are discussed and explored. Much like an architect's renderings, the blueprint for your training solution begins to take shape

Write several clear, measurable objectives for the training to be delivered to the employees in the customer order group.

Regularly meet with sales representatives to ensure they are satisfied with their job position and requirements

The purpose of this memo is to address the training and mentoring program that will be implemented as a result of the recent merger with EnviroTech. As a part of this transition, the company has decided to provide training to all the personnel selected for the new sales team. This memorandum will outline how the needs of the training and mentoring program, the objectives of training and mentoring program, performance standards, contents for training and mentoring, delivery methods for training and mentoring, time-frame to incorporate and complete the training program, evaluation methods used to evaluate the training,

In order to create a successful training program, ConAgra Foods has to have analyzed their organization, personnel, and tasks to ensure what kind of training is necessary. After, assessing the organization 's needs, it 's clear ConAgra Foods main objective for its new training program is to focus on providing its sales team with new skills; so every one of its salespeople “know their product lines and customers so well they can serve as trusted advisors” (Noe et al., 202). This means each employee needs to be trained in understanding financial data and how sales affect ConAgra’s profits. To accomplish this goal, the company has opened up a system to share training resources in hopes of meeting each individual 's needs. To track employee

A training program should also evaluate the skill gap and incorporate it to the training program. A training strategy should then be developed with these objectives and skill gaps in mind. A training program would also need management and employee commitment in order for it to be successful (Kasperik&Herlevi, 2009).

Essential Trainings – These are important trainings which are considered essential from the perspective of either the top management or the employee. These are useful in improving the employees’ interactions with the customer and they add value to the employee in enhancing his interpersonal skills, both with internal employees and with external customers. These include Itinerary Planning, Computers, Telephone Etiquettes, Train the Trainer, Consultative Selling, Negotiation Skills, Key Account Management, Customer Service, Time Management, Customer Relationship Management, Presentation Skills, Leadership Skills, Decision Making and Problem Solving, Business Communication, and Team Building. This list is dominated by Soft skills trainings and it is the top management which has responded to them in a positive