The Kraft sales organizational structure lends itself to keeping a good communications network open and effective. Unlike many companies, our sales department is separate from marketing. There is a direct line of communications from the sales force through the levels of sales management to my office. This enables us to react quickly to the needs of our field sales force.

Our “motivation through communication” system begins with the training or our management at all levels to be knowledgeable about and aware of those factors that are measure of true motivation, as well as those that are simply job satisfiers. Job satisfiers are those things the company provides to recruit and maintain good, high-caliber employees. They involve:

· Salary

· Other compensation

· Job security

· Working conditions

· Company policies

· Social relationships

These, of course, are important; and unless sales employees feel that these things are as good or better than they can get with other companies, we are likely to lose some of our most capable people.

We at Kraft constantly monitor not only how our people feel about these things but how our benefits actually compare to what the industry is doing and we try to stay competitive. For instance, we just increased our medical benefits and installed a good dental plan. We recently found that our sales people wanted incentive bonuses on a semiannual rather than an annual basis. This provides a more proximate goal; and the closer the goal, the more stimulating the challenge.

Our managers know that these job satisfiers are very relevant to recruiting and maintaining good people. But they also are aware that these are not the primary catalysts of productivity on the job. It has been found, for example, that a compensation increase only affects productivity for a short period of time.

On the other hand, our managers know that the real motivators are factors that are truly significant in helping to increase productivity. The real motivators are feelings that the individual has about his or her job, feelings like:

· My work has value, so I’m valuable.

· This is challenging work and I’m doing it well.

· There’s a good chance I’ll be noticed for what I do.

· I am getting better at this job.

· I am responsible for what does and what doesn’t happen.

Our management people have found that knowing and understanding what truly motivates, helps them to develop and implement a set of programs that can positively influence these feelings and thereby increase productivity. These programs involve a series of communications that assist management to measure and react to the level of these feelings.

Michalle Law is the professional freelance writer. He’s also the webmaster of Finance98.com

Sales training is an important part of creating a successful sales force. Although it is often as unique as the products that you sell, any salesman can apply the methods that are taught.

Many of today’s most powerful corporations use sales training because the results have proven to significantly increase their profits. They realize the potential for growth and take advantage of what sales training has to offer.

Sales training covers all aspects of sales; techniques, how to process sales, knowledge of the products being sold, seeking out new clients. New and innovative techniques are being developed everyday, and an effective sales trainer will instruct your sales force on what works and what does not.

It is important for your sales force to understand that they are the key to the success of your business. Finding new prospects on a daily basis can be difficult, however, with sales training, they are taught the most important aspects of sales from beginning to end.

In many companies, sales managers have worked their way up the ranks to gain the position that they have. The methods that they used to get to their current position are no longer an effective way of gaining sales.

Sales training can instruct your sales managers on how to create a sales force that is second to none, and the sales managers in turn can share their knowledge.

Your sales force is the heart of your business; sales training is an important tool to use in order to generate new sales. It is equally important that your sales force implement the knowledge that they received from the sales training. Often times when the sales training has ended, the sales force go back to their previous methods.

One way that you can prevent this from occurring is to ask your sales force if the training session was informative and helpful. Feedback will be helpful in determining what to include in future training sessions.

Sales training will have very little success if the session has little to do with the type of products and services that you offer. For this reason, it is very important to find the right sales trainer who can develop a sales training program specifically designed for your product or service.

Although sales training is usually conducted in an office setting, if your sales is mobile or located in different parts of the country or the world, online sessions can be arranged so all of them can take part in the training.

Sales training is a highly specialized field; trainers are often people who have been in sales for years. They can offer insight to those who are just starting out or have not had as much success as they desire.

The sessions can be monitored, and you are able to determine what part of your sales force has participated as well as adding new information to the program.

When you properly train your sales force, you will be giving them the tools that they need to succeed in the business world today. Sales training has proven to be an effective tool in managing your business.

Peter Geisheker is the CEO of The Geisheker Group
marketing company
Peter develops and implements strategic marketing programs as well as
sales management training for businesses of all sizes.

The balanced scorecard financial analysis is a method developed by Robert Kaplan and David Norton in 1992. It is basically an assessment that will help a company or organization (whether profit or non-profit) improve and develop its strategies in the four perspectives mentioned earlier. The scorecard is composed of four categories that will concretize the steps in doing so. It narrows down what should be done in order to achieve a certain goal. Through determining the objectives, measures, targets, and initiatives, the scorecard serves as a form of communication of to all members of the company—from the manager to the employees. This means that each person in the company is given the chance to perform his task that will contribute to the success of the company. It makes everyone aware of his role and motivates him to perform his duties and responsibilities.

Money is important in any business endeavor and every person engaged in business knows that money is the lifeline of a business. On the financial perspective, the balanced scorecard makes the company conscious of their financial status. The scorecard, again through the four categories, will measure the financial capabilities of the company. Their capabilities to spend, to gain money, and to sustain their business with their existing funds make this perspective important. It is very important for a company to keep track of their financial data, and at the same time, create new ways to earn profit. Since the balanced scorecard concerns strategy, the financial perspective lets the company see if the budget they have at hand will allow them to execute a certain strategy.

Applying the Balanced Scorecard management strategy is essential to a company. Why? Because it makes it more professional to look for marketing and business strategies in a holistic manner, meaning the four perspectives represent the elements that makes a business survive. The balance of money, people, open communication, and proper business tactics are what the scorecard aims to develop. It makes managing less stressful; and for the employees, it makes them feel more involved in the company they work for. To use this, however, one should remember that it is important to stick to this method. The longer a company uses this, the better results it would get—from profit-making to better customer service and employee relations. Being organized and knowing what to prioritize are the keys that make a business succeed, no matter how big or small it is. The four perspectives only represent what makes the business a business. However, it is still up to those who manage it how to keep it going. Businesses that adapt and execute the balanced scorecard financial analysis have the assurance of a smooth operation, good relations, and better business.

If you are interested in balanced scorecard financial, check this web-site to learn more about kpi financial.

To determine whether or not this tool is indeed an important one for the promotion of corporate growth and success, it is important to fully grasp just what the balanced scorecard is all about. Let us say that you are the proprietor of a coffee shop, and you are just starting out in the business. All loose ends have been tied, and you are set to operate amidst your bustling city. As the proprietor, you will surely have certain goals and objectives in mind for your business, and these may be laid out in the mission and vision of your coffee shop itself. Now, as the first few years go by, you just might get all tangled up in your efforts to stabilize your shop’s performance amidst stiff competition. It then becomes easy to lose perspective on the corporate goals and objectives you once plotted. With the help of a balanced scorecard, you won’t lose sight of these goals and objectives at all.

In its most basic form, the balanced scorecard actually has a number of metrics or areas of measurement that are plotted. Being areas of measurement, these are quantifiable aspects that help in determining where your business currently is at its pace towards achieving corporate goals and objectives. Of course, the metrics plotted on the scorecard itself would have to be very aligned with the goals and objectives. Otherwise, these metrics would defeat the very purpose they sought to fulfill in the first place. There are several metrics that can be plotted on your very own scorecard. You have to remember that there are no two businesses that have the same goals and objectives at hand. That is, unless these companies are sister companies of sorts in the same industry. However, even if these companies belong to the same industry, they would still have different goals and objectives that they would want to achieve. Thus, it is only understandable that these businesses would be using different sets of metrics on their balanced scorecards as well.

Yes, the balanced scorecard is indeed one of the very important tools in the business sector. By having your own scorecard, you would not just have a constant reminder of the progress of your business against corporate goals and objectives. You would also have an effective means of determining certain problems in your business. With this handy, you can also come up with efficient solutions for these problems faster. Thus, it is indeed recommended that a balanced scorecard template be developed for businesses worldwide.

If you are interested in balanced scorecard template, check this web-site to learn more about kpi template.

Marketing strategies of today use branding as a key focus in introducing a new concept or innovation on current products that has several competitions worldwide. Simply put, a brand name should affect how customers and consumers make decisions on what to buy. Notwithstanding the price, a brand name can move the business forward if the name is associated with good things that consumers are looking for. This may have something to do with the product’s quality, the credibility of the product and the company, and the tenure of the company in the business. Many companies have established their brands for being present in the market for many years that it is seemingly impossible for them to change names. The brand is already part of the pop culture, and may even be substituted as a name for the common name of the product. This normally happens if the brand name is the first of its kind in the industry or, say, it is a machine that was first released under the brand name.

Business establishments invest in brand marketing. This investment in making people aware that their product exists is expected to yield results. The results may not be in direct profit, but strong brand names often lead to businesses having an easy time getting approved for loans to sustain and expand the business even further. Also, a strong brand name is very likely to increase the product’s value in the future. As the product gets into a phase in which it is already considered a common household word, businesses may raise the financial value or worth of the product, and yet expect that the consumers will stay loyal. The most common example is designer clothing. People will always be willing to shell out money that reaches the high heaven just to get designer clothing.

The branding of these designer clothes has something to do with how it was advertised. There is surely a heavy investment for artists and actors who endorse the product for several months. Flyers and billboards are also added expenses, add to that the television and radio commercials and marketing enterprises done in malls with the appearance of the product endorser. As a result, the brand is associated with class. And the brand ROI is more than what was actually spent in the marketing strategies implemented.

Once a brand has built credibility, brand ROI is surely to follow. In the many years to come, it will not be easy to erase the brand name from people’s minds. The simple name of the product itself will ring a bell in people’s minds that it is what their money is worth. Only then can a company say that the target set on brand ROI has been achieved.

If you are interested in brand roi, check this web-site to learn more about brand kpi.

Let us face it: aside from watching the movies at your local movie houses, the DVD is certainly the next step to watching quality movies in the comfort of your own home. In fact, even if you have already seen the movie on screen, if it particularly grabbed you, you would not really hesitate to get your own DVD copy of the movie. And there are so many people all over the world who like to collect DVDs as well! With the popularity of this entertainment medium, it actually makes a lot of sense to mesh this with advertising as well.

What characterizes DVD advertising the most is the fact that it actually comes with high cost per contact. Promotional DVDs are quite expensive primarily because of the technological advancements used in producing these DVDs. Having the appropriate DVD burning software is just one of the expenses entailed in this advertising medium. Plus, there are those miscellaneous costs, like the DVDs themselves and the cases they come in. Therefore, it is a must to measure just how effective an advertising tool the DVD is, and this can be done by implementing relevant DVD advertising KPI.

One great thing about using the DVD as an advertisement tool is the fact that you actually have significant control when it comes to weeding out your target market. For instance, the movie at hand is of the action genre. Thus, the people buying this movie would largely be comprised of males. The appropriate advertisement to include in the DVD should then be targeted to the male market. This is also one facet that you can include when developing DVD advertising KPI.

The financial aspect of DVD advertising KPI should not be disregarded as well. Advertising companies should be doubly aware of the costs entailed in developing DVDs as advertising tools. Thus, you need to measure all the costs entailed before and after the marketing campaign is launched. The budget, costs entailed, and revenues would make great additions to the DVD advertising KPI that you should include on your balanced scorecard.

Since DVD advertising is a medium that is also volatile in nature, then one effective means of determining its effectiveness is through conducting surveys. This way, significant feedback can be taken into consideration towards modification and improvement of the medium’s facets. What’s more the perspective of the customer should also be considered when developing DVD advertising KPI. Consider delivery performance, customer inquiry rate, and even customer feedback as some of the DVD advertising KPI that you should implement.

If you are interested in DVD advertising kpi, check this web-site to learn more about DVD advertising scorecard.

According to statistics, many companies make the mistake of looking at the bigger picture and not giving enough attention to the small things within the organization that have tremendous impact to its existence. Also, many companies do not focus their attention on short term goals that they can expand. Many employers only focus their studies and analysis on financial issues, whether the business is profitable or not. They fail to correct certain processes and procedures that are in fact the underlying root causes of the problems.

The main approach of the balanced scorecard analysis is to make performance objectively measurable and have action plans that will take effect for a long time. The main drive is to be proactive in giving solutions to potential problems instead of being reactive. Being reactive is a natural behavior for many managers in which they provide solutions to problems only when the problems arise. Proactive management focuses on identifying the defects in the organization and provides solutions to these defects in a long term scale. Also, this type of strategy is defined through providing solutions even before the problems occur. This cushions the effect of a potential financial breakdown even if it happens because the people are prepared.

The balanced scorecard involves not only people from top management level but all employees. For bigger organizations, this may seem a gigantic task to undertake. This will involve all departments, such as human resources, payroll, quality, and operations. Each employee will play a role in aligning his tasks and objectives with the company’s goals. This approach means that all functions will have something to do with the company’s vision of becoming what it needs to be.

All tasks, then, need to be quantified in measurable units. If the service is given real-time, like in fast food chains, a measurable unit for employees is presence or attendance. An employee’s absence may be trivial if a company has thousands of employees. But its impact is great since the hours lost for the employee’s absence could have been used to produce more goods. Therefore, an employee will be measured by his presence and the weight of this measurement will depend on its impact on the company’s productivity. A Balanced scorecard analysis is then needed to be performed to find out if a certain action affects company profitability and goals before it is incorporated as a key performance indicator in the employee’s scorecard.

If you are interested in balanced scorecard analysis, check this web-site to learn more about metric analysis.

Motivated employees are your greatest line in defense in attaining quality job performance and meeting future goals.

Motivation is a key ingredient to any success. A skillful manager provides a winning strategy by setting up targets for the employees to achieve company aims. Most people respond well to positive feedback.

Today’s workforce understands budgets and do not always expect to see rewards in their weekly paycheck. A personal comment of- ‘Good job, Mary’ or ‘Thank You, Bob’- can at times gain more profitable results than a fat bonus (don’t tell my boss i said so).

A strong leader knows how to inspire employees because one person can not manage the workload alone. Every person wants to feel their hard work is appreciated.

Competition is a tool you may find useful in motivating your staff. Your driven helpers competing with their fellow co-workers can only mean more productivity for you.

Bosses are surprised to learn that money is not always enough as a motivator. Recognition and fairness are among the awards that employees treasure and can not be deposited into a bank account.

Creative contests are a good idea for seeking to pump up the game in your crew. Keeping up the group’s morale is beneficial for the future good health of your employees and the company.

Allowing your trusted employees freedom to enjoy themselves while working is a great self- motivator which takes some much needed pressure off management.

Use the competitive edge in people to insure assignments will be carried out in a professional manner. You do not want the integrity of your business to suffer just because someone covets a desk clock prize.

A self-starter in the workplace can rally the others who may have fallen behind in their work. Let your valuable employees see that you appreciate their extra effort.

Give them an unexpected twenty minutes on their lunch break. Tell the employee who always volunteers to work late that they have earned a half-day holiday. Do not consider above the call of duty dedication as part of the job description.

Loyalty is a great motivational speaker that will not go unheard.

Surprisingly, factors such as pay, benefits and working conditions were given a low rating by both groups. So after all, and contrary to common belief, money is not the prime motivator. Though this should not be regarded as a signal to reward employees poorly or unfairly.

You should not have to coax your employees to manage dead lines. Pride in themselves is more than a sufficient accomplishment for plenty of folks.

A personalized plague to hang on the wall or a signed card letting them know they are valued is a small token that makes a huge difference. Give yourself a pat on the back and get to work!

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Today however, I submit the term “crock” as a positive one – placing it in direct contrast with its modern rival, the microwave . . . in hopes of describing exactly what it really takes to Achieve & Sustain True Customer Loyalty.

In our home, the microwave gets more action than any other modern convenience. Popcorn, nachos, hotdogs, hot chocolate, mac & cheese, re-heated leftovers – these are the staples of our Two-Earner, Two-Teen household during the week — and our lives would be severely disrupted if we were to lose our “nuke-ability.” On the weekends however . . . we make a point of preparing higher quality fare. Dad grills, Mom bakes, Kelly saut?s, and Katie fries. Well OK, we’re true Southerners – We all fry. But my point is, given the resources (in this case, quality ingredients and ample time) each of us much prefer traditionally prepared foods over the “zap and slap” menu we’ve allowed to creep into our busy lifestyle. Recognizing this caloric roller coaster was surely playing havoc with our health, last year we sought out and re-discovered a partial solution . . . The Crock Pot.

At least once a week now — I raid the freezer and throw just a few simple ingredients in the crock before going to bed. By early afternoon the next day, we have the most tender poultry, pork, or beef gently bubbling away in a bath of broth and some tantalizing combination of vegetables at the end of our kitchen island. The aroma alone is enough to bring back old memories of after church dinner at Grandmother’s. (Sometimes I even walk outside for a few minutes – for no other reason than to enjoy that first fresh whiff upon my return.) The kids – and even their friends — look forward to the same experience when they come in from school.

It’s still not exactly a scene from “Ozzie & Harriet.” Katie might attend her self-appointed dinner hour in cleats and shin guards — while Mom is on the phone extolling the virtues of Human Capital Management to her new clients in Shanghai, Dad tries to squeeze in one more sales call, and Kelly refines her latest moves at cheerleading practice. But it is a distinct and welcome departure from the hectic norm — and since “crock night” has become a weekly discipline, we do enjoy some of the benefits that only consistency and repetition can bring.

I share this experience with you for a reason . . . I see so many organizations attempting to “microwave” their Sales & Marketing efforts. Meaning . . . they often apply short, high energy bursts toward lead generation, skills training, customer service, and everything in between. More to the point, this “hurry up and do something” practice runs rampant when it comes to Customer Loyalty programs.

Now I’m all for FAST — In fact, I literally wrote the book on SPEED? a few years ago. But as I observed in that work, and try to convey in my work today – true speed is RESULTS divided by time . . . And so often, the results from these program-mentality, sometimes even crisis-driven efforts are about as appetizing as zapping yesterday’s fish on High for 45 seconds, drowning it in ketchup, and calling it dinner.

The best Customer Loyalty programs aren’t . . . “programs” that is. Loyalty (from anyone) is the product of deliberate attention and genuine service — consistently applied, faithfully monitored, and carefully nurtured . . . best prepared at a moderate, even “temperature” — over enough time to cultivate deep relationships and draw out the richest qualities and subtle advantages that only true allegiance can or will provide.

Anyone who simply does what they say they will do, and is reasonably nice about it can “microwave” a few repeat sales — but this is a far cry from True Customer Loyalty, and the tremendous long term benefits you could be realizing. Truly loyal customers don’t simply respond to %-off deals, remembered birthdays, and diligent follow-up with an additional purchase or two. They have a steadfast devotion to your success — a level of emotional commitment and a feeling of attachment that compels them to go well beyond “repeat customer” and apply discretionary effort on your behalf and in your interest – again, and again.

I’m not suggesting you abandon your current incentives — and you should certainly engage in most, if not all of those activities recommended in that nifty Customer Service presentation from last year’s meeting. What I am suggesting is that you don’t confuse this standard fare with what it really takes to achieve and sustain the genuine article – True Customer Loyalty – or worse yet, employ these strategies and tactics solely in response to crisis or that inspiring book your Manager gave you at the office Christmas party. Most efforts borne of crisis or inspiration are ill-conceived, short lived, and rarely produce sustainable results. And in so many cases – just like the long term negative effects of crash diets on the body, these “microwave” efforts actually do more harm than good in the long run.

What It Really Takes:

Crock vs. Microwave mentality

Much like financial rewards for the diligent investor, True Customer Loyalty compounds in value 24/7 – even while you sleep . . . magnifying original effort, and rewarding consistent discipline. Provided of course, that you possess and employ repeatable, transferable methods for creating the type of ongoing customer experience that warrants loyalty.

The Right Ingredients (Disciplines)

Since I don’t have the benefit of knowing your organization or your market at this point, you’ll have to design, refine and execute the specific methods that make sense for your unique situation on your own – but I can share with you the core ingredients . . . the non-negotiable “must haves” for any practical Customer Loyalty recipe:

The 5 Most Important Loyal “T”s

1. Teaching

a) Teach them How to Buy

Even customers who have already purchased from you once, often don’t really know when, how, or why to buy from you again. Because we sell “it” everyday — whatever “it” is for you — sometimes we forget this. (This is very prevalent in my specialty – Solving Sales Problems for Training & Consulting firms, but I’m learning it’s not uncommon in most arenas.)

b) Teach them How to Sell

A well served customer is often more than happy to “sell” you further into their own organization and into their extended network – particularly when you consistently apply the other four disciplines below . . . IF . . . they only knew how. Tell them. Tell them exactly what to say and how to say it. (While you’re at it, ask them to do the same for you – See # 5.)

2. Tapping (their experience)

There’s just no substitute for customer experience. How exactly are they using your product / service? What has been the greatest challenge?, the greatest benefit?. What would they change if they could? You might be surprised at what you can learn. The data alone is reason enough to gather this information – vital intelligence we can apply to new product development, and new sales opportunities . . . but beyond that, simply engaging the customer in helping you become a better provider is pure gold.

3. Testing

Similar to number 2 above (for the “engagement” value), but also the most valid source of reliable feedback available. This can range from casually bouncing a new idea off of them to formal beta testing on a new product / service. Both – and everything in between – are marvelous methods for deepening the relationship and creating what client nurture guru, Don Rigby calls a “Customer for Life.”

4. Talking

Yes, talking to your customer on a regular basis (particularly when the conversation holds some immediate value for them) is a good idea. I suspect it’s a recommendation found in virtually every book, slide deck, article, or white paper on the topic. And yes, it makes perfect sense to execute this communication through a variety of media. But what I’m suggesting here is that you and your team talk about your existing customers – regularly. They deserve just as much presence (maybe more) in your meetings and your sales strategy as your prospective customers.

5. Testifying

The minute someone becomes a customer (actually before – another topic for another day), you should be finding ways to help them get more business. Tell your other customers, your friends, neighbors, lovers, fishing buddies, bowling team, Sunday school class, vendors, family . . . virtually anyone you come in contact with about your individual customer, the company, and how they help people. If you’re not already doing so, put some concerted effort into being the “guy who knows the guy.” Start building your reputation for getting people connected with the resources they need – whether you provide them or not.

Couple these five disciplines with good solid Customer Service 101 and your other post-sales Best Practices. Put the whole effort on simmer (put it all to work in a systematic way that doesn’t blast your customer base with violent bursts of thinly disguised “marketing radiation”) — and I assure you, you’ll enjoy True Customer Loyalty . . . while your competitors continue to struggle with the limited utility of incentive programs, clever promotions, and standard follow up.

Stone Payton is a Sales & Marketing Troubleshooter specializing in helping organizations Solve Their Sales Problem. “The Most Candid Consultant On The Planet,” and the man who literally wrote the book on SPEED?, Stone plys his craft at: http://www.marketmate.org and http://stonesells.blogspot.com/

Analyze

Analyzing the need, or performing a “needs assessment,” is crucial in identifying the information that must be addressed in the program. This is where we ask the question, “What do we want our employees to get out of the program?” A great way to complete this phase is to perform a “gap analysis” by comparing current results to the desired performance. Another way to perform this phase is to treat team members as stakeholders in the process, much like we treat customers. Get their help by asking for specifications for the training. After all, they know where they need help…particularly when it comes to delivering a better product or dealing with customers. This analysis is also useful in creating metrics that will help your organization gauge the effectiveness of the training. This phase is where training program objectives begin to take shape. If an organization performs the assessment phase without rigorous attention to details, money and time is wasted.

Design

The design phase is where we link the needs assessment to the actual creation of new curriculum or the arrangement of existing curricula. This is where we assemble information tied to each program objective. From the needs analysis, we draw the blueprints of the training, based on the customer specifications. Remember, in this context, the customers that we are speaking of are your team members. If we design the training based on their needs, we get a better product. This is also the phase where we begin to think about the operational considerations of the program. Ask the question: How is the delivery of the program going to influence my business operations? The answer to this question will force functional managers to make decisions about how they will change operations in the interim to support the program. With regard to company operations, it is better to begin the decision-making process now rather than when the implementation phase is imminent.

Operationally, here are a few things to think about:

1. Vacation plans – Will they interfere with training, or vice-versa?

2. Did I give the troops enough notice to facilitate planning and the potential impact on work-life balance?

3. Training ultimately means that people will be pulled from the workforce. Who will mind the store? Consider making multiple sessions available for flexibility in attendance. Take care not to remove too many key players from the field at the same time…you could be asking for trouble.

Develop Materials

This includes items like, references, info packs, case studies, movies, games, and other visual aids. Remember to keep the information organized and easy to use by both the facilitator and the attendees…confusing programs will sabotage your program. This is also a great time to ensure that feedback from previous sessions is included. Make sure that the programs are up to date…spice things up by revamping statistical data, and finding new stories to tell. If the attendees are bored, they will not stay engaged with the facilitator. If attendees are disengaged, they will absorb less knowledge. Keep them engaged with activities such as trivia questions, interactive exercises, and group discussions. It is a proven fact that engagement raises knowledge retention.

Implementation

Time for Class! This is when the training actually takes place. Here are a few things to think about:

1. Practice

2. Feedback forms

3. Management/leadership observations and interactions

4. Facilities management, including room arrangement and equipment

5. Classroom rules and expectations, including safety and evacuation procedures

Evaluate

All system outputs are a direct reflection of inputs, processes, and adjustments. The training process is no different. If the outputs of the program are less than desired, then changes to the program may be necessary. Companies should establish a systematic evaluation process to enhance the effectiveness of the training. We feel that the evaluation of the program should occur in two phases: 1) immediately after the program, and 2) some period later…for instance 6 months. The evaluation performed immediately after the program serves to correct urgent training issues such as incorrect data. This is also the time to concentrate on instructor techniques. The later evaluation determines whether the training enhanced employee and/or company performance.

We recommend the use of metrics to monitor for performance improvements post-training. Common Key Performance Indicators (KPI) are metrics that provide companies a clear picture of the operational health of the company. KPI’s are used to test for things such as employee turnover rate, absenteeism, unit production rates, and customer service satisfaction.

We all know that training is an important part of company growth and improvement, but as discussed above, it is quite a process. Remember, for training to be effective, it MUST be a process…NOT an event. Otherwise, I promise…you will waste money.

Jarrod Clavelle

CEO, Principle Consultant,

Mosaic Business Solutions, LLC

?2008 Mosaic Business Solutions, LLC

Jarrod Clavelle is the CEO and Principle Consultant of Mosaic Business Solutions, a New Orleans-based consulting firm specializing in Organizational Development, Leadership, Sales, and Customer Service training. Go to www.mosaicbusinessonline.com for a complete list of services.