Goals to be achieved
This paper is aimed at creating employee development plan for a group of consultants. While setting goals for these people, one has to adhere to the so-called SMART framework which means that goals must be âspecific, measurable, achievable, realistic, and time-boundâ (Thackwray, 1998, p 75). These are the objectives that have to be attained:
- To increase the sales rates for customer by 10 percent within the span of twelve month.
- To improve customer retention rate by 10 percent within 12 month.
- To increase the customer base by 5 per cent within the next year.
- To improve my ability to communicate with customers within the next fifty days.
The objectives that we have described correspond to the SMART model. Each of them is quite specific and measurable. There are both numerical and qualitative means of evaluating the progress of the employees. Furthermore, in each of these cases, we have set the specific timelines. Finally, these objectives are both achievable and realistic. These objectives lie within the scope of consultantsâ duties and the employees will find them very challenging and interesting. However, one has to ensure that employees know how to reach these goals.
Development options
It is possible to propose several development options for the workers. These options try to take into account different learning styles, different level of competence, and different degrees of workload.
- Reading professional and academic literature related to their job. This approach is particularly beneficial for people who have already gained experienced in this field. Mostly likely, these individual will occupy higher positions in the workplace hierarchy and this activity will help them upgrade their knowledge and elaborate their skills. This strategy is more appropriate for assimilators, or people who are more prone to reflective observation and abstract conceptualization (Kolb, 1984, p 185).
- Participation in seminars and mock sessions. The key benefit of this option is that it allows to simulate real-life situations and difficulties faced by consultants. This method is more suitable for convergers or people need some practical experience in order to learn better (Kolb, 1984). Furthermore, this strategy will be particularly useful for the consultants who have just begun their professional career. These mock sessions and role playing are primarily intended for the front-line personnel.
- To conduct regular self-assessment of oneâs performance. In particular, the employee should point out those aspects which he/she finds difficult. This learning strategy is more suitable for people who are more inclined to self-reflection. In this way, the workers will be able to identify their strengths and weaknesses. This option is particularly relevant to those consultants who have already become competent and who cannot be disturbed from their duties.
Evaluation of training
Several techniques can be applied to evaluate the effectiveness of the training programs. First of all, we need to speak about numerical information, namely sales rates and the number of customers retained by the consultants. Moreover, one has to conduct regular customer surveys in order to assess the efficiency of the training.
The clients can objectively evaluate the consultantâs communication style, his/her willingness to assist the client, his/her politeness and so forth. Finally, one has to ask employees for their feedback. They can tell which aspects of the training program need improvement.
Reference List
Kolb. (1984) Experiential learning: experience as the source of learning and development. Chicago: Prentice-Hall.
LeFever. M. (1995) Learning Styles. NY: David C Cook.
Nilson C & American Society for Training and Development. (1999). How to start a training program: training is a strategic business tool in any organization. NY: American Society for Training and Development.
Thackwray. B (1998). Effective evaluation of training and development in higher education. London: Routledge.