RESEARCH PAPER FINAL DRAFT HRDV 5610

Topics: Learning, Skill, Training Pages: 21 (5047 words) Published: April 23, 2015


Designing an Active Training Sales Program for Wellbridge Clubs Sales Staff Dawnita Blackmon-Mosely
Tiaunna Connelly
Elizabeth Davis
Jesus Elias
Jaimi Faux
Michael Morris
Rodney Ulibarri
Webster University

Abstract
The purpose of this project was to develop a training program for Wellbridge Clubs that focused on teaching sales staff to sell personal training (PT) packages to members, in order to increase Wellbridge sales. The training agenda was designed based on Silberman’s (2006) Active Training, in order to engage the participants in their learning process. The use of immediate learning exercises is intended to draw the participants into the process of guided note taking during the brain-friendly lectures. Through headlines and graphical associations, organized information is presented that is more easily retained. Role-playing scenarios solidify newly acquired information, and action planning provides an opportunity to prepare the participants for on-the-job application. These techniques were chosen because they provide the best option for active involvement of the participants, and thus, their attainment and retention of skill. Keywords: Wellbridge, personal training, active training, human capital

Designing an Active Training Sales Program for Wellbridge Clubs Sales Staff Wellbridge Clubs is a fitness management company that was founded in 1983 in Denver, Colorado (Wellbridge Clubs, 2014). Through the operation of 19 athletic clubs nationwide, Wellbridge has established a vision that is focused on building positive relationships with members (Wellbridge Clubs, 2014). “All associates’ daily behaviors, whether serving members or educating themselves toward improved business practices, are guided by this Vision and Wellbridge’s Core Values to have a daily mission of improving lives through fitness, wellness, sports and fun” (Wellbridge Clubs, About Wellbridge, 2014, p.1). Given their vision of improving business practices, Wellbridge began assessing their sales staff’s ability to sell personal training (PT) packages to Wellbridge members. Noticing that the PT sales were nonexistent, Wellbridge proposed the creation of a training program for sales staff that would address this issue. The development of human capital within Wellbridge was designed to complement the introductory sales training the sales staff received, provide knowledge about the motivations of members joining the club, the advantages to investing in a personal trainer, and the standard sales approach Wellbridge has established. Training is one of the most vital functions within a company, as it acknowledges the importance of investing in human capital in order to achieve strategic goals (Siengthai, Boonkrob & Siengthai, 2013). In the world of developing human capital in the workplace, Divyaranjani and Rajasekar (2014) state, “effective training can be gauged by the capacity of trainees to apply knowledge, skills, and abilities gained in training to their work environment and maintain them over time in their job context” (p. 1420). Thus, the training itself is one piece of the puzzle; application of the skills acquired once participants return to work is another piece of this puzzle. According to Silberman (2006), “an active approach to training requires a variety of strategies that promote all six processes—hearing, seeing, questioning, discussing, doing, and teaching” (p. 21). Adults learn in myriad ways, and many different learners in one classroom can present countless teaching issues. Understanding and applying the appropriate teaching methods for every unique training setting requires an understanding of how adults learn in the first place. In the age of fast food and technology, humans are accustomed to faster, better, and smarter; anything other than this philosophy often loses an audience rather rapidly. Assessing how the brain receives and processes information is the...

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