1. Behrens Automotive Components Company Pre-International Assignment Training Proposal

2. 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

3. 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

4. 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

5. Program Policies Key people to involve Key attitudes to look for Succession planning Use of external services

6. 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

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

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

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

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

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

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

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

14. 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

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

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

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

18. 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

19. Develop Measurable Learning Outcomes Cognitive Affective Results ROI

20. Develop Outcome Measures Criteria Relevance Criterion Contamination Criterion Deficiency Reliability Discrimination

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

22. 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