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從上述兩個評估這些成果仍然是至關(guān)重要的，因為同事一般需要積極地去應(yīng)對的培訓計劃，他們需要學習的專業(yè)知識和技能，他們要積極主動，并能夠當他們正式加入在他們的銷售工作運用所學到的知識

建立良好的信譽和服務(wù)品牌，吸引更多的消費者
。根據(jù)市場變化，調(diào)整銷售策略
。培訓銷售人員的忠誠度
。注重創(chuàng)新的管理體系


THE LAST PLACE CASE STUDY: REPORT ON EVALUATING TRAINING
The following is the Learning and Development Officer might present a report to the Group HR Director on proposals for evaluating the training programme ‘suggestive selling’'. It is not intended to be 'the perfect answer' there is no such thing. However, it is intended to show how a practical approach might be planned.

From:  Learning and Development Officer
To: the Group HR Director
About evaluation of the '' suggestive selling Programme

Introduction
As the Learning and Development Officer with special responsibility for The Last Place, I have persuaded the senior management that it may be beneficial to develop and run a training programme on ‘suggestive selling’, although the exact content and format have not been decided yet. A further key development in the employee training area is the http://www.400190.com/dissertation_sample/ planned introduction of a management development programme for existing senior colleagues and those who have already been identified as potential for promotion to such a position within the next year. Subject to your approval, I will instruct them to implement the strategy immediately.

Background
As you know ,because of the critical importance of maximising spend per head of The Last Place(currently has around 60 outlets) , each outlet normally has three, sometimes four, employees (‘colleagues’), each of whom has to be multi-skilled in the primary services of shoe repair and related work, key cutting, and engraving. In each outlet one person is designated as ‘senior colleague’ who, together with the other colleagues runs the business at that location. The following the concise analysis of Last Place Ltd.
 

The situation of human resources in Last Place Ltd
Butteridge Services was able to provide corporate level support across a number of functional areas common to the various businesses operated, including human resource management and development. Our Group HR department provides support and advice to management in Last Place Ltd.

Existed problems which this company should deal with
Relying too much on Butteridge Services to offer human resources
Lack of experienced sales managers
Need seriously sales personnel with innovative spirit
Not according to the customer demand change flexibly direction of the service

Outline strategy
The 'suggestive selling' programme based on the Kirkpatrick model
On foreign and domestic training evaluation model, the Kirkpatrick model is the most representative evaluation model. This model was separated training effectiveness evaluation into four levels of layer, reactive layer, learning layer, behavior level and results level, and respectively summarized the basic method of each levers, it has great significance to the training effect’s theoretical research and practical work, and it is also the base of other model. Then I will use this model to assess the programme.

Evaluation on reactive layer
New colleagues recruited by the company are mainly trained on-the-job in all aspects of the work at outlet level, during an initial 16 week traineeship scheme. Reactive evaluation measures colleagues’ reactions to the whole training program. So the outcome of reactive evaluation is mainly from two aspects to decide
.The satisfaction on tutors
The training content, skills and time, and attitude, etc
.The evaluation of training organizers
From demand research, training time, logistics, the maintenance of scene order, environment, equipment, assess the advantages and disadvantages of the planning, organization and service by organizers in the whole process of training.
It should measure their reactions immediately after the program usually through the use of a questionnaire (Table 4-1), also through the site observation and communication with colleagues.
Table 4-1      
                     

 Evaluation on tutors
Evaluation index  marking criterion  scores score weaknesses strengths
practicability  of the content Very
General
not well 25-40
9-25
1-8   
accuracy of the expression ….. …..   
proficiency of the commentary ….. ……   
control of the time …… …..   

We can get the statistical results according to the forms to analyze the weaknesses and the strengths of traineeship scheme, especially the weaknesses. It is important to our organizations’ further learning and development in training.

“建議銷售計劃的基礎(chǔ)上柯克帕特里克模式
在國外和國內(nèi)的培訓評估模型，柯克帕特里克模式是最具有代表性的評價模型。分離這種模式，培訓效果評估分為四級層，反應(yīng)層，學習層，行為水平和成果水平，分別總結(jié)的基本方法的每一個杠桿，它具有很大的意義的培訓效果的理論研究和實際工作，并它也是其他模型的基礎(chǔ)上。然后，我將使用這個模型來評估程序。

New colleagues also attend a Group-level induction course at head office within the first three weeks of starting with the company; the courses tend to have a mix of new staff from across the  Group’s companies. The induction provides basic information about the Group, and aims to inculcate the Group’s corporate culture, particularly its strong customer-care orientation. Which I think will enhance the affection between the colleagues and develop the loyalty to our group. After the induction courses each colleague expresses their feelings together as a feedback, HR will present as reference material to management timely.

Evaluation on learning layer
Senior colleagues
Professional knowledge for senior colleagues: It has been recognized that, whilst such promotions have previously been based on excellent performance, the role of senior colleague does require additional skills and knowledge not easily learned on the job. These include areas of supervisory style and team management (‘knowing our staff’), marketing (‘knowing our customers’), and business management skills (‘knowing our business’).

The content of the text may include:
. Management knowledge
. Sales should do what for the company
. The role of sales representative
. Basic sales potential
. Enterprising force
. Confidence
. Honesty
. Product knowledge
. Interpersonal relationship
The sales managers will collate such assessments to provide an overall view of the degree to which the course has been successful in helping senior colleagues to develop coaching skills.

New colleagues
Each outlet has a set of training manuals developed by us in collaboration with senior colleagues in selected outlets and with area managers. These training manuals form the basis of instruction provided by the senior colleagues, and directed self-instruction by the new colleague themselves during quiet periods in the working shift. Learning outcomes can include changes in knowledge, skills, or attitudes. Evaluation on learning layer should be done within half month to determine if new colleagues gain the knowledge, skills, or attitudes, through the discussion, operating practice or text.

Skills: The senior colleagues will have undertaken a training skills course held off-job at the training suite in the Group’s head office in Essex, on the outskirts of London. The training skills course is run over two days, includes practice in giving instruction to another person on a task basis, using the task-breakdown, show-and-explain, question-and-practice methods. Sales skills from the http://www.400190.com/Assignment_Writing/ point of view of enterprise strategy, marketing to deepen the core of sales, hold big clients and the main points of sales model to enhance the professional sales skills. Obviously the goal is to determine whether each person can perform the skills they have been taught in the training event. Through the practical sales to test whether they master the following skills
1. Master the systematic sales process, make the sales job easier.
2. Master practical tools of development and analysis of the big customer's.
3. Master telephone communication skills and follow- up great customer skills.
4. Master two diagnostic tools of practical sales to determine the successful rate of our clients, to match the sales strategy.

Through the record of practice result, we had better encourage the new colleagues to apply their skills, then concentrate to help those who need more progress.

Attitudes： Effect are not directly measured, need to observe the behavior of colleagues’ attitude, such as teamwork and communication way, the enterprise values, etc. estimate from the following: 
Role and cognitive psychology
Learning development
Team cooperation
Communication
Frustration

The programme has been designed to be very practical and colleagues are required to demonstrate the skills they are developing by undertaking practical exercises and demonstrations. These are assessed by the HR, not mainly to give colleagues’ feedback on their performance, but also to checkout that they are developing the skills as required. After each course, the lead tutor will produce a brief report to, summarizing the feedback from the colleagues and the results from the assessments. Each report should indicate what modifications might be made to the programme in the light of the findings.

Evaluation on behavior level
Those outcomes from the evaluations above two are still vital because colleagues generally need to react positively to the training program and they need to learn the professional knowledge and skills if they are going to be motivated and able to apply what they have learned when they formally joined in their sales work.

Targets are set for overall sales for each outlet, and additional targets are set for particular product ranges and/or services as promotional activities. A basic wage is paid, enhanced by bonuses based on achieving and exceeding targets. In most cases, bonuses add at least another 40% to the basic wage, in some cases going up to 70% or more. The targets specifically involves appraise the knowledge, skills, and attitudes from the training context to the sales work.

Evaluation on behavior level finds out whether colleagues change their task behavior compared with the training before as a result the 'suggestive selling' training program they have attended. The key question is: we hope the training have a positive effect on sales job performance. A survey should be done: observe colleagues ‘behavior by means of their direct managers (for new colleagues) or their subordinates (for senior colleagues).

I have agreed with other colleagues’ advice in HR department that we will undertake a follow up with new colleagues at two intervals. About four weeks after a course, then we will meet with each colleague attending the course and that their direct manager. They will discuss the course and how the colleague is applying the skills developed. Any difficulties will be explored, and agreement will be reached on whatever action might be necessary to ensure that the colleague applies the sales approach and skills.
 

The senior colleague’s role as coach will also be discussed at either two month later or an interim text which takes place between three months after the course. We have set up the administrative procedures to ensure that this item is specifically addressed, and that the comments made by the appraiser are fed back to the HR.

Evaluation on results level
When we discuss the programme, we agree that a full cost benefit analysis would be virtually impossible. We do not have the accounting systems in place for tracking the benefits, even if we could isolate these from benefits arising from other factors. However, we can certainly calculate the costs involved and will do so. These will include the salary costs of senior and potential colleagues attending the course.

We also identified the key benefits which we should expect to accrue from the programme. I have arranged an outlet where we will develop a comprehensive list of the benefits we expect to arise from the programme, and attempt to calculate some estimate of the financial value of such benefits. We can only at the end of the year count quantity of sales and feedback from our http://www.400190.com/default.html customers for the overall evaluation. I propose that we then seek feedback from other departments on these figures and try to gain some degree of consensus on these figures. I would like to take advice from you on how this might best be done. Although this is not an exact science it will help us to show other departments and senior management the relative benefits of the programme. This will, of course, help us to promote the programme and gain the support which is necessary for maximizing success.

Possible strategies based on the 'suggestive selling' programme
We know that human capital is an inexhaustible source of enterprise core competition, talent advantage is the important guarantee for the enterprise access and maintain the ability of sustained survival and development.
.Human capital support the sustainable development system of enterprise
.Human capital development is the key link of the enterprise to realize the sustainable development
Possible strategies
.The development and integration of training materials
Academic textbook (Best-selling sales book)
Inner experience books (experiences summary from our excellent sales staff)
Manuals (you know developed by us)
.The building structure of training team
External training organizations and successful sales master (the cost is too expensive, can only be used for the best, potential and loyal sales staff of our group)
Internal training institutions (can be used for all staff, especially for new colleagues)
Tutors such as:
Special trainer
Area managers
Senior colleagues
.The system of training and promotion
a. As long as he finished his own job, reaching set goals, and know adaptability and innovation, each employee in the company can get promotion.
b. The professional development of staff is decided by the needs of the enterprises, meanwhile also consider the willingness of sales worker. Professional conversion and changes of work place all help professional promotion.
c. The internal promotion is in the position of priority; foreign recruitment can strengthen the professionalism of the group.

Objective
. Set up our good credit and service brand, attract more consumers
. Adjust the sales strategy according to market changes
. Training loyalty of sales staff
. Pay attention to innovation of the management system

Conclusion
The proposed outline strategy should enable us to identify the ' suggestive selling ' programme in order to ensure that the desired benefits are being obtained. It will enable us to demonstrate that the training function is making a valuable contribution to the company's sales development strategy and good reputation. If these proposals meet with your approval, I shall set them in motion immediately.