Behrens Automotive Components Company

1. Behrens Automotive Components Company Pre-International Assignment Training Proposal

2. Training Purpose • Reducing turnover in international and domestic sales force. • International Rate –35% • Overall rate -20% • Increase Sales revenue • Improve image of International program • Increased support from management and other sales people

3. Specific Goal Expected Change Time till goal reached Turnover Rate -15% International, -5% overall 8-12 months Sales Increase 20% International, 5% Overall 6-8 months Customer Satisfaction -Rate of Returns 10% decrease 6-8 months -Repeat customers 25% increase 8-12 months Training Goals

4. Training Levels • High Rigor • Korea, Japan, Singapore, and China • Medium Rigor • Bulgaria, Romania, Lithuania, Latvia, Finland, and Norway • Low Rigor • England, Spain, Italy, France, and Germany

5. Program Policies • Key people to involve • Key attitudes to look for • Succession planning • Use of external services

6. Key People to Involve • Mentors • High position in the company • Previous overseas experience • Managers • Identifying people • Early development • Employees • Never keep them in the dark

7. Key Attitudes • Open minded • Tolerance for Differences • Curiosity • Motivation • Stress Management • Flexibility

8. Succession Planning • Overseas assignments are key to promotions • Involvement in assignments show interest for longevity

9. External Services • Internal employees may lack necessary means to train • External services may be more cost-effective

10. Training Design • Low rigor • England, Spain, Italy, France • Lectures • Videos

11. Training Design • Medium Rigor • Intercultural learning exercises • Role playing • Simulations • Bulgaria, Romania, Lithuania, Finland, Norway

12. Training Design • High Rigor • Field trips to the host country • Meetings with the country’s nationals • Intensive language training • Korea, Japan, China

13. Transfer of training • Effective training transfers to the work environment. • Factors influencing training transfer • Company culture • Training transfer theories • Company support

14. Company Culture • Work environment influences learning & retention • Culture must be supportive to change through training • Opportunity to use new skills • Cultural affiliation • Language • Product expertise

15. Theories of Transfer • Stimulus Generalization • Application of principals to numerous situations * Negotiation, Sales Skills • Cognitive Theories of Transfer • Self-Management strategies -Reduce lapses

16. Training Support • Managerial Support • Benefits & success • Level of support • Action plan’s • Peer & Technological Support • Support networks • Mentors • EPPS

17. Evaluation Process • Conduct a needs analysis • Develop measurable learning outcomes • Develop outcome measures • Choose and evaluation strategy • Plan and Execute the evaluation

18. Needs Assessment • Helps identify what knowledge, skills, behavior, or other learned capabilities are needed • Specific sales position • Guidance on self-management • Understand product knowledge • Support from management

19. Develop Measurable Learning Outcomes • Cognitive • Affective • Results • ROI

20. Develop Outcome Measures • Criteria Relevance • Criterion Contamination • Criterion Deficiency • Reliability • Discrimination

21. Choosing Evaluation Design • Threats to Validity • Believability • Generalizability • Pretest/Posttest • Time Series

22. Plan and Execute the Evaluation • One to Two designated leaders • Needs assessment includes specific business impact measures • Focusing on content of program • Group of people to handle technical assistance • To present the evaluation