Development and Training Paper

Although trainings can also come Vela external, contracted, or be outsourced If needed. Strategic Implementation will follow detailing the delivery of the new training. Finally how will the effectiveness of the training be reinforced, sustained, and measured over a long period will be explained through this assignment. Training Needs The primary responsibility of bank employees is to cross sell products and services to customers. In order for employees to effectively cross sell, they need to have the proper training and resources. JP Morgan understands that employees are at all different skill levels.

This Is why it Is Important for JP Morgan to properly evaluate employees’ cross selling skills, so that the company can start training employees at the appropriate level. Once the employees are properly trained, the bank can set company sales goals and have confidence that the employees will have tools and training they need to meet the goals. To gauge the sales ratio and obtain a snapshot of each employee’s cross selling skills, the bank generates a sales report. This report would reflect employee average cross selling and his or her cross sell ratio.

The goal for every employee would be hat for every account opened at least four products or services would be cross-sold. Through internal monitoring and employee surveys, the bank would be able to identify which employees need further training and development on cross selling. Based on the sales ratio report and various employee surveys, the bank can then assess the employees and determine which need additional sales training. Training Materials Training programs to should be designed to fit the level of sales skills of every employee.

Banks use a variety of training programs to develop employees in the area of sales and customer services. Training programs may include 1) mentoring programs; 2) E-Learning programs; 3) hands-on programs. One of the most important aspects of all of these training programs is to ensure that the program directly relates to the objective of the organization (None, Hollowness, Gerhard, & Wright, 2007). The most Important tool In successful cross selling Is open ending questions; these are questions, which do not have yes or no answers (None, Hollowness, Gerhard, & Wright, 2007).

Mentoring programs typically operate between a new employee and a senior employee, in the same position. The purpose of this program is to guide the ewe employee on his or her Journey in the new position. Senior employees typically provide valuable feedback on the employee’s performance and can prepare new employees Tort want to expect In Nils or near new role (None, Hollander, Owe Wright, 2007). Hands-on programs run similar to mentoring programs; however, management typically runs these programs.

Hands-on programs provide daily experiences to employees and with the guidance of managers, employees can gain the knowledge and experience he or she needs to be successful. This may include a supervisor providing training to less experienced employee. Proper selling techniques are essential to ensure that customers are comfortable with the services of the organization. Hands-on training is important in explaining specific methods to employees, along with how these methods relate to his or her Job (None, Hollowness, Gerhard, & Wright, 2007).

E-Learning is a method of training that is conveniently offered through the company’s intranet, which is the internal company site limited to employees only. Several benefits to E-Learning including: 1) customized training materials for employees; 2) an employee can learn at his or her own pace; 3) invention, online courses; 4) employee’s learning is easily tracked (None, Hollowness, Gerhard, & Wright, 2007). Training Medium The training medium for the organization would be internal. Internal training is a key component of employee development that some companies here say they continue to emphasize to promote a strong workplace culture and to help workers advance more rapidly’ (Rascals, 2008). JP Morgan is a large enough organization to hire dedicated trainers and technical experts to support the development program. Establishing learning and development departments throughout major regions of the organization’s footprint with strategic placements throughout states helps to ensure most employees have the opportunity to attend an in-class version of the development program.

The learning and development departments would run the web-based training. Technical experts will also be within the departments. To increase effectiveness and efficiency, technical experts will employ technical issues throughout the organization as well as establishing the web-based training formats. JP Morgan will control every aspect of the development program, which will ensure the team members are receiving the proper information. The trainers will also be able to emphasize the vision and culture of the organization while training the employees within the development program.

JP Morgan expert trainers will emphasize the importance of the knowledge delivered, by relating it to the company’s strategic initiatives. Senior executive selection of training managers will allow senior management to develop trainers with his or her effectiveness within the development program. Training managers will be encouraged to attend in-class and web-based training sessions to observe and record the trainers performance. Hiring earners within the organization can help to ensure proper understanding of the company’s vision, culture, and initiatives.

Coming from positions within the organization will also give trainers the ability to articulate topics from the development program with first-hand experience. Implementation The training for the cross selling program will cover many dissimilar areas, because of this the company will use several methods to deliver the training to ensure that all employees have access to the program’s information. On-site classroom training will be the primary method to deliver the training.

The second method to train remotely placed employees is through audiovisual training and finally the company will use on-ten-Jodi Demeanor Mellon to complete ten training process. Slung on-sleet classroom training provides the company with a relatively cost-effective way to train large numbers of employees simultaneously, in a controlled environment. The classroom setting also allows the company interaction with and instant feedback from employees on the training program permitting the company to enhance the training program on an ongoing basis.

Furthermore, the use of audiovisual training, or remotely located employees, allows those in distant locations more involvement in the company’s classroom training programs along with their coworkers to integrate better all of the company’s labor pool. Last, classrooms provide opportunities for employees to interact with fellow employees creating an environment that promotes acceptance and diversity (None, Hollowness, Gerhard, & Wright, 2007).

Finally, the use of on-the-Job behavior modeling is probably the most important part of the training program, as it allows employees to see firsthand through interactions with management, how committed the company is to cross selling. The reason behavior modeling is so important is, as Beer (2008) states: “to have a lasting effect on employees, learning programs must receive buy-in and support from an organization’s managers. ” By showing employees that management supports the company’s cross selling programming employees should be more willing and exited to participate in the company’s cross selling programming.

Effectiveness of Training With most corporations downsizing because of the downturn in the economy, the remaining employees are as of the present time faced with accepting more responsibilities and roles within the company. Training and evaluation of employees can be challenging however, organizations must know the abilities of their employee before the training begins. Not knowing the abilities of each employee it will be difficult to measure the knowledge obtained through the training.

The first step in evaluating training programs is to have the organization define its goals and ways to measure those goals. After defining company goals, the objective is to establish a training program that will assist employees in meeting the organizations goals. One area of training that most corporations rely on is the feedback from its employees. JP Morgan has offered web-based training to its employees. Feedback is greatly depended upon to ascertain whether web-based training is an effective choice for most employees’ training needs.

Often obtaining feedback through surveys by asking questions about the materials, the trainer, and which facility the training was held can help clarify the programming. The measurement of training programs usually happens on four levels, reaction, learning evaluation, application to the Job, and evaluating the impact and ROI. “Learning evaluation is the process of collecting, analyzing and reporting information to assess how many participants learned and applied in the learning environment” (International Customer Management Institute, 2007).

The evaluation of future programs offered to employees is usually the purpose of evaluating training. During the evaluation, organizations can either modify or cutback programs that have not delivered significant results. Reinforcing and sustaining training courses often need to be updated. Normally most corporations update their training annually due to policy changes that may have occurred. Employees needing further assistance will be offered one-on-one coaching to until improvement is shown. Conclusion JP Morgan NAS Intentional ten training needs Tort Its sales Torch.

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