Training and Mentoring

Training and Mentoring

May 25, 2009

HRM521

With the creation of any new division or team within an organization a manager needs to ensure that proper training and mentoring will be put into place. This training and mentoring is a requirement to make certain that the team or division will succeed and work in a cohesive nature as would be expected with any team or division. The following will document the training and mentoring program submitted for use in the creation of the new solutions-based sales team at InterClean. Looking at what training and mentoring are and do will provide the adequate basis for their development and will help define and clarify the strategy below.

Training – “Competence to perform present or future job requirements.” (Cascio, 2006, p. 200).

Mentoring – “The mentor’s role is to be a “culture carrier,” to teach new hires “the ropes,” to provide candid feedback on how they are being perceived by others, and to serve as a confidential “sounding board” for dealing with work-related problems.” (Cascio, 2006, p. 382).

Training and Mentoring Needs

The needs of the training and mentoring program are to produce and develop the skills required for the new solutions-based sales team. This new team will work independent of the main sales force and will need to work in an independent manner with most all daily job functions. Dealing with all phases of the sales cycle and process are paramount to controlling the process and the outcomes that the solutions sales team generates and requires. Each individual will need to be cross-trained, that is “Providing exposure to and practice with their teammates’ tasks, roles, and responsibilities in an effort to increase shared understanding and knowledge among team members.” (Cascio, 2006, p. 675). Cross training in each job function will ensure that, each member of the team can and will support the other members through “increasing liquidity—that is, improving the flexibility to adapt to...