Formalizing a sales training program for newly hired salespeople

Added Title

A management action research for formalizing a sales training program for newly hired salespeople

Date of Publication

2018

Document Type

Master's Thesis

Degree Name

Master of Business Administration

College

Ramon V. Del Rosario College of Business

Department/Unit

Decision Sciences and Innovation

Thesis Adviser

Divina M. Edralin

Defense Panel Chair

Maria Victoria P. Tibon

Defense Panel Member

Patrick Adriel H. Aure
Maria Paquita Diongon-Bonnet

Abstract/Summary

In this action research, I collaborated with the team and focused on addressing the absence of formal sales training for newly hired employees. Manifestations of our identified issue include lack of skills of newly hired training consultants to do their jobs, low productivity and low morale and motivation. This action research was developed to achieve the following objectives: (1) to design and develop a sales training program (2) to prepare training materials for the program (3) to equip the newly hired training consultants with knowledge and skills (4) to boost the morale of these employees. Overall, the goal of this project was to improve the performance and increase the productivity of newly hired employees which later can lead to an increase in sales and more profit for the organization. To realize our objectives and goals, I made use of various data gathering methods using the first-person, second-person and third-person inquiries. I also made use of books and academic sources as references to guide me in the process. Likewise, I made use of several frameworks which were applicable in addressing our issue. I was guided by Meyer and Zacks Knowledge Management model, Spiro, Rich & Stantons Phases of Developing and Conducting Sale Force Training framework and Kirkpatricks Four-level Training Evaluation Model to help in the interventions. Also, Hiatts ADKAR Model was utilized to help us in the implementation of change in the organization. Interventions were implemented to address the issue of the absence of sale training program. The first cycle focused on the designing and development of training content and materials while the second cycle focused on the delivery of the sales training program. These activities were successful, and we were able to achieve the objectives and goals of the project. I realized that providing formal training to your company's people can be beneficial to both employees and the organization. They were able to acquire the skills and knowledge they needed for their job and were able to perform well in their task. They increased their productivity and were very motivated to work. The experience instilled in me the value of collaboration and teamwork. With this study, I also appreciated the importance of open communication within the team which allowed them to share their ideas. The support, participation, and contributions of each member made this project possible. Above all, this research endeavor helped me improve my leadership skills, and it served as a platform for me to become a change agent in my organization. As part of what I have learned in the entire process of action research, I combined and improved Meyer & Zacks Knowledge Management model and Spiro et al.s Phases of Developing and Conducting Sale Force Training framework. In effect, other organizations facing the same issues can now use the combined and improved model. For the next cycle, we are planning on conducting sales clinics as part of our reinforcement initiatives. Likewise, we are open to improving the design of our existing sales training program by adding more topics relevant to the job. Lastly, we are also planning to design training programs for other functions in our organization. These initiatives are some indicators of ways of showing our commitment to continuous improvement.

Abstract Format

html

Language

English

Format

Electronic

Accession Number

CDTG007582

Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

1 computer disc ; 4 3/4 in.

Keywords

Sales personnel--Training of; Employees--Training of; Sales management

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