BUS 407, Designing a Training Program.

Abstract

In this paper I will explain and analyze all the factors and key elements that a mid size costumers service center needs to advance further and be successful with the use of employee trainings. The Costumer Service Center is called Taormina. Through this paper I will talk about a two day trainings plan designed for 20 employees and that will benefit not only the trainees but also the company as a whole, once the outcome of the training runs its course.

I will explain step by step the specific training objectives that will serve as guide towards the desired outcome once the trainings has been finalized and the trainees have started applying the new knowledge into their routines. The two-day training, which is specifically designed to meet the current needs Taormina is seeking to fill, in order to guarantee the company’s success in the market.

Designing a Training Program

In today’s era where global economy is in continuant evolution, designing and developing employee trainings programs are a must to achieve success in any given market. Not only are they important among the largest of the industries but also the small businesses that wish to be successful and someday reach the top of the chain in the business world. Company leaders acknowledge and understand that it is impossible to achieve real success without first developing and implementing trainings programs. For this, business leaders have to design specific trainings programs that meet the needs of their organizations. Trainings programs help the organization reach higher levels of success by converting the organization in a more valuable and efficient space. Trainings programs also bring individual benefits to employees who have lost their motivation to bring the best to the company. Employees who lack motivation tend to be less committed to their jobs and their inefficiencies waste more time during working hours, this translate into economic losses for the company. One of the reasons employees lose motivation is the lack of understanding or knowledge in the workplace. Learning or being taught how to do their job in the actual manner it is expected increases their motivation and level of commitment. The companies that are able to survive in a very competitive business environment are those that go the extra mile to advance and stay up to date with never ending changes and most current technology. It is vital for the well being of the company’s future to train their employees in all the different aspect of the company. The purpose of training employees is to not only to motivate them but also to increase productivity and performance on the employee’s part. Although training programs don’t come at a cheap price for the company but it usually it is money well spent, because depending on the results, companies can double their monetary income.

The firs step in developing trainings consists of formulating an instructional strategy. This lists all the elements of the trainings program (Blanchard & Thacker, 2013). Then it is important to do a do a Training Needs Analysis or TNA, which is a process that specifically helps identify the actual need for the company to improve job performance of the employees. (TNA) along with the organization’s constraints and the learning theories are a necessary input in the designing phase (Blanchard & Thacker, 2013). It is also in the designing phase that the learning’s objectives are identified by this I mean what are the goals and what are the expectations of the company after the training or what they want the outcome of it to be. After doing the analysis of the trainings then it is also important choosing an instructional method specially because there are a wide variety of training methods.

Design a two (2) day Training Program for a Group of Twenty (20) Employees

Taromina is an electric appliances company that makes most of its sales on the internet causing the customer service center to overflow with calls over the phone, since more people tend to shop on line they have more questions they want answers to. The company was founded 10 years ago, and until six months ago everything was going relatively good both, sales and customer service quality, but that has recently changed. Taromina’s customer service department has dramatically decreased its customer service quality and we get a lot of angry customers. In the past six months there have been an alarming average of 20 customer complaints per week.

The two most common complaints are:

• Customer satisfaction

• Fraudulent charges on customer accounts

Taromina is losing customers and causing significant decline in sales. The company managers have decided to act and have designed a two-day trainings program for twenty of the most recent associates that joined the company in the last year. The mangers want to focus on training the newest employees in hope that things will turn around for the business in a more positive direction. The mangers have noticed that the lack of experience is causing most of the new guys to be less motivated; therefore less committed to their jobs.

To overcome the training needs of Customers Are the Best, Inc.’s customer service call center as to the following areas:

• Customer Service

• Effective Communication

• Improving added value

Training Objective

By the end of the implemented two-day customer service training course, customer service call center trainees will have:

• Developed a professional and consistent technique when communicating with customers within a call center

• Gained skills with engaging with customers and catering to inquires efficiently and effectively

• Communicated and understood effectively by probing and responding fully in answering customer questions and concerns

• Recognized ways to improve and add value to exceeding expectations and achieve an overall understanding of customer relationships

Training Cost

Number of training days: 2, Monday and Tuesday

Number of training hours: 14 total, 7 per day

Number of Trainees: 20

Training Consultant: $1,680.00 ($120.00 hourly at 7 hrs. daily for two days)

Travel Expenses

Airfare @ $300.00 round trip: $6,000.00

Hotel @ $125.00 per night for two nights: $5,000.00

Per diem @ $75.00 per day for two days: $3,000.00

Course material books @ $25.00 each: $500.00

Misc. Expenses: $400.00

Total: $16,580.00

Good Benchmark

Enable Customers Are the Best, Inc. to recognize how well their workforce is at performing the jobs. An example includes how well call center employees are utilizing critical thinking skills on customer service calls.

Invest in Training and Development

Enable Customers Are the Best, Inc. to promote continuous training to support initiatives. Examples will be to invest in conferences, seminars or speakers to communicate and educate their workforce.

Promoting the Right Type of Environment

Enable Customers Are the Best, Inc. to implement the right type of working environment to retain and embrace top talent. Examples would include making a fun working atmosphere by forming employee teams and groups to work together.

RIO Return on Investment

The competitive training strategy will increase Customers Are the Best, Inc. return on investment (ROI) by increasing low levels of customer satisfaction that will lead improvement of profits.

Competitive Edge

The customer service training program will improve Customers Are the Best, Inc.’s competitive edge and customer satisfaction rating because superior customer satisfaction work means better happier clients.

Training Method

The two-day training program outline implemented for Customers Are the Best, Inc.’s customer service call center employees will follow the Experiential Learning Model with a facilitated faceto face training program

Training Agenda

Day One (Monday)

The Experience (8am-9am)

1. Introduction

Trainees will introduce themselves to the rest of the class with name, years of experience, what they hope to get out of training, etc.

2. Understanding Customer Needs

What is an excellent customer service experience and how does it feel?

Sharing your own good and bad customer service experiences

The importance of effective customer service

Walking in your customer’s shoes

Group and individual based customer service exercises and scenarios with orchestrated group discussion.

The Lecturette (9am-11am)

3. Handling Customer Inquiries

Video on customer service good and bad customer service calls.

Class lecture on Importance of building and maintaining a customer rapport

Utilizing proper communications techniques

Processing the Information and Experience (11am-12pm)

4. Understanding Customer Needs

Group discussions in small groups in order to:

Speak about information obtained from the video and lecture

Develop questions about the customer service video

What should have been done differently in the video on the customer service calls?

Taking notes

Lunch (12-1pm)

Generalizability (1pm-2pm)

5. Customer Service Externally

The importance of customer service outside the workplace:

Customer service in you

Treating people how you would like to be treated

Customer relationships

Trust

Loyalty

Follow up

Practice (2pm-3pm)

6. Role Play

Irate customer call scenarios

Pleasant customer scenarios

Identify excellent customer service approaches in scenarios

Understand strategies in calming irate customers

Day 2 (Tuesday)

Caring for the Customers (8am-9am)

Enabling a customer focused abilities

Promoting values and ethnics on customer service calls

Mastering Language and Tone to Serve the Customer (9am-11am)

Developing and utilizing a positive language

Using a dialog the customer can relate to and understand

Using methods and techniques to move through the call

Determining Customer Needs (11am-12pm)

Probing to find customer needs

Improving your listening skills

Verify your understanding

Lunch (12-1pm)

Addressing Customer Demands (1pm-2pm)

Effectively meeting customers request

Showing value

Handling request from customers that can’t be addressed by you

Handling challenging calls

Course Feedback (2pm-3pm)

Open Discussion

What was liked or not liked about the training

Refreshments

Training Survey

1Design a two (2) day training program for a group of twenty (20) employees.

2Identify two to three (2-3) training needs though a Training Needs Analysis (TNA) and justify an approach for this training.

3Develop the training objective for this program based on an analysis of the business.

4Determine the training cost for the training program you are proposing. Include a detailed breakdown of time allotted for each piece, the subsequent cost analysis, and the total cost for the project as a whole.

5Select key training method(s) to deliver the program to employees, such as an e-Learning module or a one-day face-to-face training program.

Create an agenda of activities for the training program.

compalait maily are in two areas of the customer service, toffers mustoday’s business environment many companies are concerned with the increase in competitiveness. To stay competitive, companies have to challenge quality problems, increase turnover, and missed production deadlines. To create a sustainable competitive position, companies invest in training to maintain long-term productivity (Ofluoglu & Cakmak, 2011). Employees are regarded as the company’s primary assets. Therefore, companies spend a lot of time and money into training programs knowing that training is one of the management’s favorite tools for improving performance (Ofluoglu & Cakmak, 2011).

Killing Kids is a small daycare center that recently experience and incredible growth. Over the course of time, the demographic population has increased due to significant business growth that has resulted in many families relocating to the new areas surrounding Kidz Korner.

More companies are projected to move to the area, and the building of new housing developments is expected to continue to grow long term. There have been some complaints from the employees that the supervisors were giving them new tasks to perform on a daily basis. The performance of the employees is decreasing rapidly because of the lack of communication between the supervisors and the employees. It is important to determine the cause of the problems and then recommend a course of action. Before launching a training program, it would be wise to make sure that the training is relevant to the problems. Otherwise, it would be a waste of money.

Interviews were conducted with each of the employees to determine if there is a training need. The employees expressed being stressed and overwhelmed. The information collected from all twenty employees help to organize the needs analysis. It also helps to identify the trigger event. The employees were not performing because they needed more training and development to perform as expected. After the interview, two potential needs within Kidz Korner was determined. The next step is to identify the best course of action to take to address the organizational gap performance. The strategic plan of the organization was reviewed to determine the objectives of the training and development initiatives. The strategic planning process is used to determine the best way to pursue an organization’s mission. It is important to understand where the business would like to be in the future.

I will be using the Experiential Learning Model on a two-day training program for 20 employees. Experiential Learning Theory (ELT) provides a holistic model of the learning process and is a multi-linear model of adult development, both of which are consistent with what we know about how we naturally learn, grow, and develop. The company is a local day care that also sells cable television, high-speed internet, telephony, and home alarm systems.

This company is rolling out some new products and features and plans on doing an up training to assist the employees with their sales and child care skills. The job is in a call center/day care setting. The program will be as follows:

1. Experience: Each employee introduces themselves to the class. The introduction should include the name, position, length of time with the company, and a brief description of a positive experience they have had with the company.

Ø Group Exercise: Trainees will split into groups four groups of five; each group

will be given a product to sale. The groups will have to identify the benefits of the product as to how it relates to the customer along with a catchy slogan for that product.

ØGroup Exercise 2: The trainees will take that product along with the benefits they have identified and try to sell it to another group using the catchy slogan.

2. The Lecturettes: The video on probing, building a connection with the customer, presenting the benefits of the service, and closing the sale.

ØThis video will give an overview of how a general sales call is handled for new customers and transitioning a technical call to a possible sales call. What probing questions should be asked and how to relate those questions to products that best fits the customers’ needs.  Creating a long-lasting relationship with the customer, making them feel like a friend and not just another sale. Learning how to take your time and listen to the customer and address any concerns.

ØPresent how the services the company provides will benefit the needs of the customer learned from the probing questions asked.

Ø Close the sale.

Ø Lecture on overcoming customer uncertainties and address any possible issues head-on.

3. Processing the Information and Experience: Break into the same groups and apply the new techniques discussed in the video and lecture to the same scenario given before.

Ø Each group will be given a scenario.

Ø Further discussion on obstacles employees face while trying to sell a product.

ØCompile a list of open ended questions when probing customers, to keep the conversation going.

ØDiscuss the products. Be sure that as an employee you all the features each product provide and how to relate that to the customer.

4. Generalizability: Employees will be able to ask more in depth questions about building a rapport with the customers, being more customer friendly, and building the customer’s trust.  Open discussions and questions about the information giving and checking employee’s understanding of what is desired.

5. Practice: Simulations and Scenarios.

ØEmployees will take live calls and apply the probing questions, building a relationship with the customers, overcoming obstacles, presenting the benefits of the services, and closing the sale.

ØEmployees will also do scenarios within the groups handling different types of calls and attempting to turn them into sales calls.

Ø Practice tone, assertiveness, and being customer friendly.

Analysis and performance measurement are integral to planning for operations. They are central to the success of an objectives-driven, performance-based approach and are often the most resource-intensive aspect to planning for operations in terms of data, staff expertise, and simulation tools and models (“Analysis and Performance,” n.d.). Based on the Training Needs Analysis (TNA) the two issues that needs to be addressed is building customer rapport and relating the services to the customer’s needs to be able to effectively present the products to the customers. A needs analysis involves collecting information to determine if a training need exists and, if so, what kind of training is required to meet this need (“Training Needs,” n.d.).

Identify two to Three (2-3) Training Needs Through a Training Needs Analysis (TNA) and

Justify an Approach for This Training.

The training needs analysis plays a crucial part of any well-designed training program. It is the process to discover the training and development needs of employees so they can carry out their jobs effectively and efficiently and to continue to grow and develop in their careers. Also, the training needs analysis can be used to determine whether training is the best solution to workplace problems (Cekada, 2010).

TNA’s are either proactive or reactive. A proactive TNA focuses on long-term, and its process is more formalized typically involving sophisticated analytical and decision-making tools. Its purpose is to build a good fit between the organization and its future environment (Blanchard & Thacker, 2013). Proactive TNA’s are carefully planned and does not have a definite problem as the focus. It is used to deliver new techniques or processes to employees, as well as strengthen existing expectations (Blue, K., 2016). Proactive uses a best guess about what the future will bring (Blanchard & Thacker, 2013). Reactive TNA’s happens when a particular problem is identified and it addresses how operations will confront what exists now, and the organization must act quickly to remain in the competition. (Blanchard & Thacker, 2013).

A needs analysis was conducted on Kidz Korner and discovered the triggering events affecting the daycare employee’s performance. An organizational analysis is defined as the screening of the internal environment of an organization to verify elements that might be affecting employee performance (Blanchard & Thacker, 2013). After interviewing twenty employees, one of the training needs discovered through the needs analysis was a lack of communication from the supervisors as to what is expected of the employees. They all mentioned that they were overwhelmed and stressed with the new tasks and that they were too afraid to speak up in the meetings. A personal analysis scans the employees’ current knowledge, skills, and attitudes, and compares it with the requirements of their job position that is the actual job performance is measured (Blanchard & Thacker, 2013). Another training need the employees mentioned is that they would like to participate in team building exercises to build stronger working relationships between the supervisors and employees.

We should never assume training and development is only needed if there is something new to learn. Training and development are linked to organizational development.

Organizational development focuses on improving the effectiveness of the organization through plan change. It is important to pay attention to both short and long-term organizational goals to deliver strategies correctly. It is also important to determine which approach to take to address an issue. The best approach for Kidz Korner is a reactive approach. Using a reactive approach for Kidz Korner will immediately provide solutions to solve current problems with the performance gaps.

Develop the Training Objective for This Program Based on Analysis of the Business

A good objective should have the following three elements; desired outcome, conditions, and standards (Blanchard & Thacker, 2013). Anyone reading the objective should be able to understand what the trainee will be required to do to demonstrate that he or she learned the KSA

(Blanchard & Thacker, 2013). The desired outcome should be clear, concise, and it specifies the type of behavior. The condition states when and where the behavior is expected to occur, and what tools will be used. The standards describe the criteria for judging the adequacy of the behavior (Blanchard & Thacker, 2013). The training objective for Kidz Korner should be at the completion of the training the trainee will be able to use three types of communication strategies and team building techniques by simulating a meeting scenario and then using the techniques trained in solving conflicts. The naming of the training should be “Effective Communication and Team Building.”

Determine the Training Cost for the Training Program you are Proposing.

The table below shows the departmental cost and the direct cost associated with delivering the training (the trainer’s compensation, materials, food and beverages and so forth.) The indirect costs cover the trainer’s preparation and the administrative preparation. The participant compensation and the evaluation cost must be included to determine the total cost

(Blanchard & Thacker, 2013).

Training Cost for Effective Communications and Team Building Training

Developmental Costs

 2 days of director’s time at $60,000 per year

$5,000

 5 days of trainer’s time at $40,000 per year

$ 700

 Materials

Direct Costs

$2,000

 5 days of trainer’s time at $40,000 per year

$ 700

 Materials and equipment

$2,000

 Coffee, tea, orange juice, and breakfast tacos

$ 700

Indirect Costs

• 1 day of trainer preparation at $40,000 per year $ 300

• 2 days of administrative preparation at $25,000 per year $ 200

Participation Compensation

• 20 supervisors attending 1 day-work shop (average 30,000/year) $20,000

Evaluation Costs

• 5 days of evaluator’s time at $30, 000 per year $ 800

• Materials $ 600

Total Training Costs $33,000

Select key Training Method (s) to Deliver the Program to Employees, such as an E-

Learning Module or a one-day Face-to-Face Training Program. There are numerous methods available to help prepare employees to better. With so many choices out there, it can be challenging to determine which methods to use and knowing the right time to use them. Using several methods for each training session may prove to be the most efficient way to help (Effective Training Techniques, 2016).

Six training methods will be used to deliver the training program. The first method is the lecturettes. Lecturettes is used to convey trainees with information that is supported, reinforced, and expanded through interactions among trainees and the trainer. The trainer can achieve complex learning objectives using sequenced lectures followed by immediate discussion and questioning sessions (Blanchard & Thacker, 2013). The second method is the open discussion. Open discussions are used to generate participation and to find out what the trainees think and have learned. It helps the trainees to recall relevant knowledge (Blanchard & Thacker, 2013). The third method is demonstrations. Demonstrations are used to show trainees how to do something or how something works. For example, visual displays or hands-on activities is a good way to demonstrate the steps or processes being taught (Blanchard & Thacker, 2013).

The fourth method is small-group discussions. Small-group discussions allow the trainees an opportunity to test ideas. It allows the trainees a chance to work through problems, issues, and concerns as a group. It encourages the group to share lessons learned as it relates to the topic (Blanchard & Thacker, 2013). The fifth method is role-play. Role-play gives the trainees a chance to practice with interpersonal skills. It helps trainees to experience what it feels like to be in a particular situation (Blanchard & Thacker, 2013). The sixth method is task-related exercises or activities. Task-related exercises allow the trainees to work with the material individually or in groups. Trainees are likely of transferring what they have learned to the job

(Blanchard & Thacker, 2013).

Create an Agenda of Activities for the Training Program.

Effective Communications – Day 1

Date: March 17, 2017

Time: 8:00 am – 5pm

Time Constraints: Training will be eight hours. Hours will include a one-hour lunch break and two 15 minute breaks.

Location: First floor, HDQ Conference Room

Objectives: At the completion of the training the trainee will be able to use communication strategies and team building techniques by simulating a meeting scenario and then using the techniques trained in solving conflicts. The trainees will work together with supervisor and other trainees as a productive team. By the end of each day, the trainees and leaders will have a clear understanding of who does what and the importance of each’s role. This is a two-day training on effective communication and team building, and it can be changed, added, or deleted based on previous work and experience of the team.

Agenda

9:00 am – 9:30 am

Trainer and Trainee Introductions

9:30 am – 10:00 am

Ice Breaker

10:00 am – 11:30 am

Why and How We Communicate

11:15 am – 11:30 am

(Break)

11:30 am – 12:30 pm

The Power of Nonverbal Communication

12:30 pm – 1:30 pm

(Lunch Break)

1:30 pm – 2:30 pm

It’s Not What You Say, But How You Say It

2:30 pm – 3:30 pm

A Good Communicator is A Good Listener

3:30 pm – 3:45

(Break)

3:45 – 4:00

How to Communicate Effectively Through Email

4:00 – 4:30

Communication Through Writing

4:30 – 5:00

Role-Play – 20 minutes Q&A – 10 minutes

Day 2 – Team Building

Date: March 18, 2016

Time: 8:00 am – 5pm

Time Constraints: Training will be eight hours. Hours will include a one-hour lunch break and two 15 minute breaks.

Location: First floor, HDQ Conference Room

Agenda

9:00 am – 9:30 am Trainer and Trainee Introductions

9:30 am – 10:00 am Ice Breaker and Fun Activity

10:00 am – 11:30 am

Mission Statement of the Company

11:15 am – 11:30 am

Break

11:30 am – 12:30 pm

Discuss Expectations with Leaders

12:30 pm – 1:30 pm

(Lunch Break)

1:30 pm – 2:30 pm

Team Building Exercise

2:30 pm – 3:30 pm

How to Build Trust

3:30 pm – 3:45 pm

(Break)

3:45 pm – 4:00 pm

Accountability and You

4:00 pm – 4:30 pm

Evaluation and Reflection of the Day

4:30 pm – 5:00 pm

Role-Play - 20 minutes

Q&A 10 - minute

Conclusion

In conclusion, before launching a training program, it is important to make sure that the training is relevant to the issues. Otherwise it would be a waste of money. The training needs analysis plays a very important part of any well-designed training program. After conducting a training needs analysis, and if training is needed, next develop a training objective. Also, determine the training cost for the program. Choose the training methods to use to deliver the program to the employees. Last create an agenda of the activities for the training program.

References

Blanchard, P. N., & Thacker, J. W. (2013). Effective training systems, strategies and practices (5th ed). Upper Saddle River, NJ: Pearson Education.

Blue, K. (n.d.). What is the difference between a proactive & reactive TNA? Ehow.com. Retrieved from http://www.ehow.com/facts_7315221_difference-between-proactive-

reactive-tna_.html

Cekada, T.L. (2010) Training needs assessment: Understanding what employees need to know.

Professional Safety, 55(3), 28-33.

Ofluoglu, G., & Cakmak, A. F. (2011). Techniques of training needs analysis in organizations.

International Journal of Learning, 18(1), 605-614.

The most effective training techniques. (n.d.). Training Today.com. Retrieved from

http://trainingtoday.blr.com/ employee-training-resources/ How-to-Choose-the-Most-

Effective-Training-Techniques

This paper analyzes the key elements needed to design an employee training program for a small daycare business. The company’s name is Kidz Korner. The paper will contain a two-day training program for a group of twenty employees. It will identify three training needs through a training needs analysis (TNA) and justify an approach to the training. A training objective for the training program will be based on an analysis of Kidz Korner. This paper will also show the cost of the training program and will include the breakdown of time allotted of the subsequent cost analysis, and the total cost for the project as a whole.

Training methods used to deliver the training program to employees will be discussed in this paper as well as an agenda outlining activities of the training program for Kidz Korner. Employee training programs are a necessity. When developing an adequate training program, it is crucial to the success of any business. Training programs provide multiple benefits for employees and organizations if these are planned and implemented correctly. The understanding of the job functions, the goals, and the company’s culture lead to the increase in motivation, morale, and productivity among employees. Keeping the goals in mind during the developmental stages of the training helps to create a defined and useful program. By analyzing the training needs in the analysis phase, the result obtained will design the employee’s training program. To better understand what a training program is and its benefits are, it is necessary to analyze and develop a module for training. The training will increase effectiveness, quality, and productivity by improving employee competence and a sense of belonging.

The designing phase consist of the identification of the learning objectives that describes what an employee will be able to do upon the completion of the training program and how these goals will be measured. The process of designing a training program identify the set of specifications that are used in the developmental phase, and establishes the guidelines that are follow by the creation of the content, the delivery, and the materials to be used during the training event. The Training Need Analysis (TNA) along with the organization’s constraints and the learning theories are a necessary input in the designing phase. The combination of all these factors facilitate the learning objectives and the transfer of knowledge to trainees.