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Casual Articles - Is It Time To Rethink Your Sales Training Program or Is Your Sales Training Delivering Results?
Fund raising is both rewarding as it is challenging. It is indeed emotionally satisfying to raise funds for a worthy cause. Different organizations and groups want to extend a helping hand to those in dire need; prospect beneficiaries are charitable institutions, community projects, orphanages, or the likes. School organizations are one of those groups who commonly hold fund raisings for a good cause, however sometimes, no matter how good the intentions are, school funds can be exceptionally tight and they need the help of kind hearted people to give out donations for their cause.A fund raising strategy just seems to be the right thing to do when the organization aims to help out through any doable means regardless of who the beneficiary of the fundraising is. Putting the best possible effort to raise funds for a specific cause is much fulfilling for these fund raising organizations.There are a lot of fund raising strategies to go for which may either be simple or a little bit complicated. However, it is a fact that much simpler plans usually work best. T
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed
Are you looking for fundraising ideas for your nonprofit club, organization, school, or team? How about holding a yard sale?Garage Sales, tag sales, rummage sales, yard sales. Whatever you call them in your part of the country, we've all been to them, and we all know that people love to find a bargain at a garage sale. Some nonprofit organizations hold a yearly "spring cleaning" garage sale. Or, your club could also hold a sale twice a year, one in the spring and then again in the fall. Members of your organization can save things all year long and accumulate lots of items to donate to the cause. Most members are usually very happy to get rid of their unneeded items.Anyone who has ever conducted a garage sale knows that they require a lot of planning and labor but the rewards can be substantial. Your club should plan for it well in advance and allow about a month to gather all the donations and prepare for the sale.Tips for a successful Fundraising Garage SaleBefore the Sale
Extensive research conducted by the American Society for Testing and Development (ASTD) discovered direct training expenditures were 2% of payroll costs with another 10% of more in indirect costs. With all of this interest and dollars being invested in training and development for improved sales, possibly now is the time to assess your sales development.
The following evaluation is for you, your manager, or your organization to determine the effectiveness of the current sales development initiatives within your company. After taking this quick assessment, some thoughts and questions to consider have been provided to help you truly discover how to secure the sales development results that you desire and more importantly require in today’s highly competitive global business market.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve the already learned skill)?
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed
Are you using a wire service to extend your press release distribution? Your organization should be capitalizing on this well-priced means of transmitting your press releases directly into newsrooms, news and information databases, and to other newshounds.Journalists use the wire services night and day to find other perspectives, locate experts in a particular field, and catch up on key issues. By using a wire service, you make it easy for reporters and other media professionals to find your news. You're going to where they are, every day. Many journalists rely greatly on web access to the wire services to scan releases.When you're selecting a wire service, make sure to check on rate structures. Take a look at BusinessWire, PR Newswire, and Ascribe. BusinessWire and PR Newswire price according to geographic distribution. Ascribe prices distribution at a flat fee of $375 for national distribution, discounted if you're a member and purchase a distribution package for five or more releases.Most wire service distribution fees are lower when you opt for multi
The following evaluation is for you, your manager, or your organization to determine the effectiveness of the current sales development initiatives within your company. After taking this quick assessment, some thoughts and questions to consider have been provided to help you truly discover how to secure the sales development results that you desire and more importantly require in today’s highly competitive global business market.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve the already learned skill)?
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed
Do you recognize this; you have come back from a holiday, you get back to work and the same day at five o'clock (or the next day at four) you seem to have forgotten about your holiday. The energy and fine ideas that you brought back with you are fading away once you are behind your desk.In general. Traveling is often used as a metaphor to explain a change. People travel all the time and changes are also omnipresent. You can travel alone or with a team. And the destination of a journey may be seen as the result of a new change. You are never the same when you have experienced a journey or holiday, but the way in which you have really changed is limited.The journey. To map this metaphor the journey could be mapped on a change program. Your organization runs this change program and at the end, the program (journey) is over and the change is made.Preparations. A long journey requires some preparations or planning. For a journey this is easily done and a free choice for the traveler. If its pure holiday you are free to improvise but you would be
Training Development
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
3. Is the training or development offered on a weekly or biweekly basis providing ongoing opportunities for application and feedback?
No Yes
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed
Upper Saddle River, N.J. - September 19, 2006 – As year-end is rapidly approaching, companies are beginning to scramble to finalize their salary budgets for the next year. It is time for Human Resource professionals to put their thinking caps on and make important merit increase decisions throughout the next couple of months.According to a recent survey published by WorldatWork, total salary budget increases and salary structure increases will increase slightly for 2007 . Overall results indicate that general increases/cost of living increases, merit increases, and total increases show a steady increase from 2004 to 2007.When evaluating salary budget increases, salary structure movements, etc. at the end of each year, companies should consider testing the marketplace to determine if there are any significant changes in compensation for their positions. For companies that intend to maintain parity with the compensation levels within their appropriate labor markets, companies should consider conducting a benchmark study every two (2) years (or more often for o
No Yes
5. Is the training or development aligned with the current organizational goals and supported from the top down by the CEO and executive committee?
No Yes
6. Is the training or development based upon “core” competencies? No Yes
7. If training or development is based upon “core” competencies, how many times have you had to repeat the training?
None 1 time 2 times 3 times 4 times or more
8. Is the training or development based upon “desired” results?
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed
As much as the public may dislike telemarketers, telemarketers don't have the easiest job in the world. Certainly it is the most thankless. Aside from the constant abuse they get from customers, they have some of the worst pay plans in the civilized world. We're going to take a peek at some of the ways that telemarketers get paid.The most common form of telemarketing pay plan is where the telemarketer simply gets paid for the hours he or she works. Since most telemarketing jobs are only part time, most telemarketers only put in about 4 hour days. Not all this time is spent on the phone. Depending on the company you work for you may spend 3 hours on the phone and then 1 hour doing your paperwork. This is usually a recap of all the calls you made, how long you were on each one and how many sales you made. Also included in this report is the number of completed calls against the number of total calls made. Then a breakdown is made of each non-completed call such as no answer, hang up, etc. Some companies take one of the 3 phone hours and use it for what they ca
No Yes
9. If the training or development is based upon “desired” results, how many times have you had to repeat the training or development?
None 1 time 2 times 3 times 4 times or more
10. Is the training or development based upon weaknesses or upon the strengths of each individual within the organization?
Weaknesses Strengths
Thoughts and Questions for Your Consideration
Now, that you have completed this straightforward assessment, the following thoughts and questions are designed to help you determine the effectiveness of your current sales training or development.
1. Are the learning engagements training (learning a new skill) or development (enhancing a current skill set to improve that already learned skill)?
Training Development
If answer was training and the objective is to learn a new skill, you are right on target! However, if your people already possess skills, then the learning needs to focus on development. Development goes beyond training and works to build the What’s In It For Me (WIIFM) leading to the What’s In It For Us (WIIFU).
2. Is there a minimum of 50 hours of training or development per year devoted to the development of the necessary skills, knowledge, attitudes and habits necessary to become a world class organization?
No Yes
If the answer was Yes, GREAT! You and your organization are committed to the your people and to reaching that next level of success. However, if any part of the answer was NO and you want to create a World-Class Organization, how are you going to achieve that goal? Much of the traditional training or development focuses on only knowledge and skills. Yet, performance failure more often than not is because of poor attitudes and habits. Attitude redevelopment is the KEY driving force to changing behaviors and securing sustainable results. Remember, if your people have spent at least 20 years learning something, one or even 10 hours per year will not significantly change their behaviors.
3. Is the training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?
No Yes
If the answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.
4. Is the training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?
No Yes
If the answer was Yes, then the learning may not be delivering the desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitiv
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