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Career Development Plan Part Ii Essay

1681 words - 7 pages

Running head: Career Development Plan…

Career Development Plan Part II

Training and Mentoring Program

By

Kristina Brockman

University of Phoenix

Career Development Plan Part II: Training and Mentoring Program

The reorganization of InterClean has allowed for several in-house promotions. The new sales team will need to be trained on the tools they will need in order to have success out in the sales field. InterClean is taking their company in a new direction. The new sales team will be paired with mentors that will assist them as they learn about the new direction the company has decided to pursue.
There are five new members on the sales team. Four of them ...view middle of the document...

For this reason, we have decided to implement a new training program with a mentor base. We recognize the value of mentoring as an important instrument of organizational learning (Cascio, 2005). The main objective of our training/mentoring program is to provide our employees with the best knowledge and skills that they need in order to do their jobs successfully.
We recognize the value of mentoring as an important instrument of organizational learning. Mentoring provides an opportunity for employees that have been successful in their area of expertise to take newer or less successful employees under their wings and to share their knowledge and give advice in ways to help their fellow employees learn and grow. By putting a mentoring/ training program together we will provide our employees the skills they will need in order to perform their jobs. For example, not only will we teach our employees how to sell our products, we will give them the knowledge to know about the products. They will learn what chemicals are in the products, what they are used for, what products can be used in conjunction with each other, and any other useful information that they may need when they are out in the field in representation of our company. Our employees need to have the knowledge of not only how to sell the product, but on how to teach our clients staff how to use the product as well.
Performance Standards
InterClean has developed performance standards which are put in place to help our employees understand their job responsibilities and activities that they are to perform for a given situation and the expected results that we want from such responsibilities and activities (Cascio, 2005). Not only do we expect our employees to meet these expectations, but we expect them to exceed in their performances here. As cleaning specialists, we believe that our service role incorporates the following responsibilities:
To have professional know-how in terms of housekeeping / cleaning objectives we believe that this is the very first requirement of our service role. Having the expertise to understand the objectives and to fulfill them requires specialist knowledge and experience. Knowing what to do, how to do it, when to do it, using which chemicals, which methods, which equipment and working to what plan.
As a minimum these objectives are:
* To maintain Health, Hygiene and Safety
* To preserve surfaces, finishes and fittings
* To maintain appearance levels
* To enhance the image of the clients organization through our work, our people and our attitudes
* Cleaning is a science of its own, so through ongoing training, we go to great lengths to ensure that all members of our team are competent Contract Cleaning Specialists. (InterClean Company Overview and E-mails).
Delivery Methods and Content for Training Program
The delivery methods that fit the training / mentoring program here at InterClean are divided into...

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