Career Development Plan Ii
CAREER DEVELOPMENT PLAN II
The career development plan begins with an introduction to training and learning evaluation for the new hires of InterClean. The introduction also explains that for training evaluation to be truly effective, the training and development itself must be appropriate for the employee and the situation. Good modern personal development and evaluation extend beyond the obvious knowledge and skills required for the job or organization. Effective personal development must also consider: individual potential (natural abilities often hidden or suppressed); individual learning styles; and whole person development (life skills, in other words). Where training or teaching seeks to develop employees (rather than merely being focused on a specific qualification or skill) the development must be approached on a more flexible and individual basis than in traditional paternalistic (authoritarian, prescribed) methods of delivery, design, and testing. These principles apply to teaching and developing young people too, which interestingly provides some useful lessons for workplace training, development and evaluation.
InterClean will use a five stages plan for the new hires. This plan is 1. Observe: When a new sales rep starts, he first spends time observing veteran sales reps performing the same duties he will be expected to master. He will listen to multiple sales reps make sales calls, watch them enter orders, take notes on how they interact with their customers, and evaluate which communication techniques seem to be most effective in meeting customers ' needs. 2. Learn: Only once the new hire has studied the job being performed in its entirety is he taught the details of the job. In this phase, he learns our products—in specific and meaningful ways. A sales rep is taught about the materials, fabrication, and sizing. We demonstrate the products for him, and then ask him to spend time using them. We also ask him to generate questions
The career development plan begins with an introduction to training and learning evaluation for the new hires of InterClean. The introduction also explains that for training evaluation to be truly effective, the training and development itself must be appropriate for the employee and the situation. Good modern personal development and evaluation extend beyond the obvious knowledge and skills required for the job or organization. Effective personal development must also consider: individual potential (natural abilities often hidden or suppressed); individual learning styles; and whole person development (life skills, in other words). Where training or teaching seeks to develop employees (rather than merely being focused on a specific qualification or skill) the development must be approached on a more flexible and individual basis than in traditional paternalistic (authoritarian, prescribed) methods of delivery, design, and testing. These principles apply to teaching and developing young people too, which interestingly provides some useful lessons for workplace training, development and evaluation.
InterClean will use a five stages plan for the new hires. This plan is 1. Observe: When a new sales rep starts, he first spends time observing veteran sales reps performing the same duties he will be expected to master. He will listen to multiple sales reps make sales calls, watch them enter orders, take notes on how they interact with their customers, and evaluate which communication techniques seem to be most effective in meeting customers ' needs. 2. Learn: Only once the new hire has studied the job being performed in its entirety is he taught the details of the job. In this phase, he learns our products—in specific and meaningful ways. A sales rep is taught about the materials, fabrication, and sizing. We demonstrate the products for him, and then ask him to spend time using them. We also ask him to generate questions
References: Cascio, W. (2006). Managing human resources: Productivity, quality of work life, profits (7th ed.). New York, NY: McGraw-Hill. Mondy, R. W. (2008). Human resource management (10th ed.). Upper Saddle River, NJ: Pearson.