HRMN 406: Training Program

Chapter 12

Examples of Using a Process Model to Design Training Programs

The road has twists and turns but always takes us to the end.

Chapter Twelve Learning Objectives

Readers will achieve the following learning objectives after reading Chapter Twelve.

1 Describe the process for creating an hour-long training program. 2 Describe the process for creating a two-hour-long training program. 3 Describe the process for creating a half-day training program. 4 Describe the process for creating a full-day training program. 5 Describe the process for creating a three-day training program. 6 Describe the process for creating an online training program. 7 Describe the process for creating a visual representation for a one-hour,

two-hour, half-day, full-day, three-day, and online training programs. 8 Identify the issues and discuss the process in applying a training

program cost-benefit analysis model.

Learning Objective #1: Describe the Process for Creating an Hour-Long Training Program

Situation

Nazares Women’s Designer Clothing conducts frequent customer surveys covering such critical subjects as customer service satisfaction. Customer sur- vey results over the past year indicate a steady and persistent unhappiness with customer service. The most significant complaint is inattentiveness from Customer Service Assistants when a customer enters the store.

Needs Assessment

Two training program designers assigned to design the training program met with marketing managers to discuss their concerns. After the meeting the

C o p y r i g h t 2 0 1 9 . R o u t l e d g e .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/31/2022 10:00 AM via UNIVERSITY OF MARYLAND GLOBAL CAMPUS AN: 1881039 ; Stanley C. Ross.; Training and Development in Organizations : An Essential Guide For Trainers Account: s4264928.main.eds

Book: Stanley C. Ross. (2019). Training and Development in Organizations: An Essential Guide For Trainers. Routledge.

Link: https://eds-s-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=23e49b82-2700-4a1c-b53e- d8a15769e5b5%40redis&ppid=pp_175&vid=0&format=EB

176 Examples of Using a Process Model

designers formulated two sets of questions for interviewing a random sam- ple of store managers and Customer Service Assistants. After conducting the qualitative surveys, the designers concluded the following.

• Neither the store managers nor the assistants knew the company’s policy on greeting customers.

• Store managers and assistants had different perceptions on how to greet customers entering the store.

• Assistants were very young and for many this was their first real job. • Assistants are uncomfortable with strangers. • Store managers were unfamiliar with the best approach to provide feed-

back to assistants about avoiding socializing among themselves or texting when at work.

Training Goals

Designers drafted two training program goals that senior management approved.

1 Within six months of the start of training, 70% or more of customer feedback would rate attention upon entering a store as superior or higher.

2 Within six months of the start of training, 80% or more of feedback from Customer Service Assistants would rate greeting customers as important.

Learning Objectives

Store managers and Customer Service Assistants will achieve the following learning objectives upon completing the training program.

1 Store managers and Customer Service Assistants are able to describe the company policy on greeting customers.

2 Store managers and Customer Service Assistants are able to explain the process for greeting customers.

3 Customer Service Assistants recognize the importance of being the first one to initiate communication with a customer on entering the store.

4 Store managers are able to discuss three or more methods of providing feedback to Customer Service Assistants.

5 Customer Service Assistants are able to re-state three or more methods store managers can use to provide feedback to them.

6 Customer Service Assistants are able to describe the company’s policy on the use of cell phones during work hours.

Constraints

The time limitation means that the designers could only offer an overview of the organization’s policies. Management would allow only one hour of training.

EBSCOhost - printed on 8/31/2022 10:00 AM via UNIVERSITY OF MARYLAND GLOBAL CAMPUS. All use subject to https://www.ebsco.com/terms-of-use