The success of a business depends on the ability of the sales people to persuade customers. An enterprise manager ought to instill appropriate skills to the workers such as strategies to attract clients and the capability to identify a potential market niche. This training plan focuses on capacity building of the current sales executive who were recently promoted to take up the position of sales managers. The training will be carried out by the head of sales department in conjunction with the marketing director. The purpose is to ensure that no loopholes are created because the incumbent administrator does not have sufficient managerial experience.
Training Program Development
In order to begin the training, the incumbent’s needs were noted as follows; he needed coaching skills to coach his sales representatives, hiring skills to recruit the right personnel, and performance management expertise to carry out reviews on his team effectively. In addition, he required business acuity to teach him the way to use critical business thinking to solve sensitive problems concerning sales such as excess demand. Apart from that, he was supposed to develop leadership skills to make him guide the subordinates in the right channels (Rosen, 2014).
The learning objective of this training is to ensure that the new manager can run the team and help it to transition smoothly into new management. For effective skills transition, the new manager ought to be trained by his or her predecessor to enable him or her to comprehend business operations.
The training program will incorporate the kinesthetic learning style where the incumbent will be acting out his roles and the predecessor will be available to provide advice on the areas that require improvement. The other style is the visual. Through it, the incumbent will also be studying what his or her predecessor is doing and learn from it. It is an example of on-the-job training which will allow the incumbent to continue with normal duties while learning new skills.
Consequently, this training model is effective because the organization does not need to spend extra funds to facilitate the training. The technique is cost effective since it allows the company to utilize the funds in other crucial projects.
The training will be self-paced to allow the trainer to empower the incumbents, and teach them time management skills. The technique enables the trainee to improve gradually and learn to work on a set schedule (Patterson, 2015). The incumbent and the predecessor are the participants who will report their progress to their immediate heads of sales. After an assessment of the progress, the sales administrator will assist the trainees in case he or she feels that they have not covered something important.
Apart from the training needs of the incumbent, the incoming sales representative will be taught the duties of the new docket over a period of one month. By the end of the period, the new sales manager will be well equipped to run the sales department.
The outgoing sales representative will share the findings of this training with the head of sales and the human resources department. The information will be crucial for subsequent trainings if any need arises in the future (Kamath, 2018). The new manager should carry out his new duties after the training so that the supervisor can measure performance to identify areas of improvement.