Interclean Training and Mentoring Program Memo

Topics: Sales, Customer service, Sales process engineering Pages: 6 (1758 words) Published: July 26, 2009
To:Supervisory Team
From:Sales Manager
Re:Training and Mentoring Program


The purpose of this memo is to address the training and mentoring program that will be implemented as a result of the recent merger with EnviroTech. As a part of this transition, the company has decided to provide training to all the personnel selected for the new sales team. This memorandum will outline how the needs of the training and mentoring program, the objectives of training and mentoring program, performance standards, contents for training and mentoring, delivery methods for training and mentoring, time-frame to incorporate and complete the training program, evaluation methods used to evaluate the training, feedback and alternative avenues for further development for those who need it. Training and Mentoring Needs

As a result of the recent merger of both the InterClean and EnviroTech, management has decided that the new sales team will need extensive training in order to ensure the company moves forward effectively and efficiently. Because of the company’s new strategic approach, more industry focused knowledge is needed. While training ensures that employees receive information they need in an organized and detailed fashion, it doesn’t offer an opportunity for one-on-one interaction and detailed information on specific issues of concern over time as these issues arise. This is where mentoring comes in (Atkinson, 2002). More extensive training will be provided for salespersons which will focus on environmental regulations, OSHA standards, and sanitation standards as it pertains to this specific industry. Management has determined that it is essential for salespersons to undergo extensive training in sales and communication as well as training customer satisfaction training. Sales representatives will be required to share knowledge gained from this training and mentoring program with their existing and potential customers. Sales representatives will be responsible for ensuring that customers understand the new regulatory standards. In order to be more effective and consistent throughout the organization, all members of the sales team, both InterClean and EnviroTech representatives will receive the same training. The ultimate mentor is one who has the commitment and awareness to develop the company to its fullest potential, and is able to build trust among peers surrounding them with a calculated amount of ambiguity (Tabbron, et al, 1997). With this is mind, this is the type of mentor the company hopes to develop through this training and mentoring program. Objectives

Upon completion of the training and mentoring program, salespersons are expected to continue to be up to date with regulations and standards of the cleaning and sanitation industry. They must possess the required skills needed in order to sale customized packages and cleaning solutions to future and existing customers. Members of the sales team will also ensure that they are capable of training members of their team and new hires as they. The mentoring approach to training is rapidly becoming recognized worldwide as a highly effective HR development process (Geof, A., 2006). The sales team will also be required to ensure that all existing members of the company receive effective training. Performance Standards

Performance standards are of importance because they will dictate to employees what is or is not acceptable behavior from the company’s perspective. Performance standards will be monitored very closely as they will outline what each individual team member is expected to do. Setting performance standards will help upper level management keep current operations in line with the organizational goals of the company. As stated before, the sales team will also be responsible for keeping their customer’s up to date with new cleaning and sanitation trends, standards, and regulations. Contents of Training...

References: A Dictionary of Business and Management. Ed. Jonathan Law. Oxford University Press, 2009. Oxford Reference Online. Oxford University Press. Apollo Group. Retrieved on July 19, 2009, from Oxford Reference Online database.
Atkinson, William (2002). Mentoring Programs Pick Up Where Training Leaves
Garvey, Bob and Geof, Alred (2000). Developing Mentors. Career Development
McNamara, C., MBA, PhD (1997-2008). Basic Guide to Program Evaluation.
Authenticy Consulting, LLC.
Tabbron, A., Macaulay, S., and Cook, S. (1997). Making Mentoring Work. Training for
Quality; 5(1)
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