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D099 Module 8
Sales Training
| Question | Answer |
|---|---|
| Product training | New hires received detailed information about the products or services the company sells |
| Industry training | New hires learn about the industry in which they are working, including things such as the competition |
| Technical training | A new salesperson learns how to use the technology required to perform the job, such as a customer relationship management (CRM) systems |
| Power skills training | Done to strengthen personality traits, social etiquette, communication, and personal behaviors so that it becomes easier to build relationships with other people |
| Organizational assessment | Used to determine which skills, knowledge, and abilities they need to meet its strategic objectives to support the technology advances that are required with its products |
| Occupational assessment | Type of assessment helps organizations determine which specific tasks, skills knowledge, and abilities employees need to do particular jobs |
| Individual assessment | Used to gain a greater understanding of the performance of individual employees so that they can determine the type of training individuals should partake in |
| On-the-job training | A type of training that takes place in a normal working situation |
| Off-the-job training | A type of training that takes place away from normal work situations |
| Observations | The work behavior of the trainees is observed before, during, and after the training |
| Questionnaire | Consists of some questions in the form of multiple choices or rating scales that would be given to both the trainer and learner |
| Interview | Can either be structured or unstructured |
| Formative evaluations | Looks at whether the training program served its purpose and finds ways to improve it, even though it may have been effective |
| Summative evaluations | This evaluation helps determine which participants need further training and whether or not the training program needs further improvement |
| New employee characteristics | The characteristics of a new employee are central to the strategies used as the employee moves through the orientation process |
| New employee tactics | To acquire knowledge and build relationships. Relationships are central to understanding company culture |
| Organizational efforts | Emphasis on relationship building and the communication of knowledge, particularly organizational knowledge that will be useful for the employee when navigating the company |
| Adjustment | Focus primarily on knowledge of the company culture and coworkers, along with increased clarity as to how the new employee fits within the organizational framework. |
| Outcomes | Focuses on minimize turnover while maximizing satisfaction. |
| Reduce start-up costs | Help ensure the employee is well informed on various policies and procedures so the employee can start working right away |
| Reduce anxiety | Goal of an orientation is to reduce the stress and anxiety people feel when going into an unknown situation. |
| Reduce employee turnover | Employee orientation can show that the organization values the employee and provide the tools necessary for a successful entry |
| Save time for the supervisor and coworkers | A well-done orientation makes for a better prepared employee |
| Set expectations and attitudes | Sales people tend to perform better and have greater role clarity when they learn from expectations. |
Created by:
kim.miller