Behrens Automotive Components Company Pre-International Assignment Training Proposal

Training 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 Goals Specific GoalExpected ChangeTime till goal reached Turnover Rate-15% International, -5% overall8-12 months Sales Increase20% International, 5% Overall6-8 months Customer Satisfaction -Rate of Returns10% decrease6-8 months -Repeat customers25% increase8-12 months

Training 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 Policies Key people to involve Key attitudes to look for Succession planning Use of external services

Key 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 Attitudes Open minded Tolerance for Differences Curiosity Motivation Stress Management Flexibility

Succession Planning Overseas assignments are key to promotions Involvement in assignments show interest for longevity

External Services Internal employees may lack necessary means to train External services may be more cost- effective

Training Design Low rigor  England, Spain, Italy, France  Lectures  Videos

Training Design Medium Rigor Intercultural learning exercises Role playing Simulations Bulgaria, Romania, Lithuania, Finland, Norway

Training Design High Rigor Field trips to the host country Meetings with the country’s nationals Intensive language training Korea, Japan, China

Transfer of training Effective training transfers to the work environment. Factors influencing training transfer – Company culture – Training transfer theories – Company support

Company 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 Transfer Stimulus Generalization – Application of principals to numerous situations * Negotiation, Sales Skills Cognitive Theories of Transfer Self-Management strategies -Reduce lapses

Training Support Managerial Support Benefits & success Level of support Action plan’s Peer & Technological Support Support networks Mentors EPPS

Evaluation Process Conduct a needs analysis Develop measurable learning outcomes Develop outcome measures Choose and evaluation strategy Plan and Execute the evaluation

Needs 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 Outcomes Cognitive Affective Results ROI

Develop Outcome Measures Criteria Relevance Criterion Contamination Criterion Deficiency Reliability Discrimination

Choosing Evaluation Design Threats to Validity Believability Generalizability Pretest/Posttest Time Series

Plan and Execute the Evaluation 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