Presentation Transcript

1. Innatech Inc. Training Module

   Cultural Diversity Training: Japan By: Nick Benatti, Danielle Clark, Mike Cox, and Eric Ewing
2. Agenda Training Session Agenda Ice Breaker Training Methodology Training Technology/Media Training Content Transfer of Learning Evaluation Procedures Follow-up Procedures Training Budget Training Room Layout Introduction Needs Assessment Trainee Position Nature of Trainee Number of Trainees Type of Organization Training Location Training Objectives Type of Activities Length of Training Topics Outline
3. Introduction Innatechs’ training module will expose our trainees to a solid background of Japan as well as their business world. In order for our sales staff to communicate effectively and respectfully they will need to undergo an intensive two week long training program to prepare them for any situations they may encounter We will identify the real world problems and solutions that will further our strategic goal of expanding our professional technology services to Japan.
4. Needs Assessment Innatech Inc. has chosen to use benchmarking and interviews for our needs assessment methods According to Noe (2008), benchmarking is used to help determine the appropriate level and frequency of training. Noe (2008) explains that the advantages of using interviews for needs assessment are the ability to modify questions, uncovering of details of training needs, and explaining unanticipated issues that come up in training.
5. Needs Assessment Benchmarking We studied our competitors training practices to make sure that the training program will prepare trainees effectively. The goal of benchmarking is to make sure the trainees are able to compete as well as the best in the industry.
6. Needs Assessment Interviewing The interviews will be performed via web conference, since the sales staff is geographically dispersed around the country. The best part of using webcams is that the interviews gained the feel of a live face to face interview. Innatech wants to make sure to include all information from the interviews in the training program because the executive sales staff is inexperienced in foreign business dealings.
7. Trainee Position Innatech’s finest executive sales managers Act as the district managers for their particular geographic areas around the country Report directly to the vice president
8. Nature of Trainees All of the executive sales managers have had much developmental experience within the organization and have advanced progressively through the system. 7-10 years experience in sales A few years at other supervisory level positions within the organization Each of the sales managers brings a different skill set and base of knowledge to the table
9. Nature of Trainees This will be the first expansion attempt into a foreign country, so very few of the sales management staff has traveled to foreign countries and none of them have been to Japan. Steep learning curve Justification for the training program
10. Nature of Trainees All of the trainees have a very solid understand of the concepts and goals of the company and each member possesses all the knowledge, skills, and abilities to be successful. Trainees will learn to be more sensitive to another culture and their norms and also brush up on their own business communication skills before the trip.
11. Number of Trainees 10 executive sales managers to make the trip to Japan to introduce our services and help us achieve our goals There will be an evaluation of trainee’s on the final day to examine whether they have sufficiently completed the program and are able to make the trip on behalf of Innatech Inc. If a trainee scores substandard there may be a second review by the VP and President of the organization to determine their eligibility.
12. Type of Organization Innatech Inc. is a technology consulting company seeking to expand our professional services to emerging markets around the world. Since Japan has a growing manufacturing and a solid textile industry, Innatech feels this is a strong basis to begin our expansion efforts.
13. Training Location The training will be located at Innatech headquarters in Silicon Valley, CA. The lectures will be in the classroom with the option of using breakout rooms. The other training room will be used for the following day of activities that require moving around and interacting with fellow trainees.
14. Training Location Classroom with breakout rooms High collaboration, Low self direction Regular training room High collaboration, High self direction requirement Breakout Room Classroom Breakout Room
15. Training Objectives Greater awareness of Japanese cultural and etiquette Better understanding of potential issues that arise Creating an understanding of the drivers and motivators for Japanese business leaders
16. Training Objectives Educate sales executive on how to present themselves professional Communicate effectively and respectfully with other sales team members Learning how to establish a working relationship with Japanese business leaders
17. Types of Training Activities Cognitive based The trainees are involved in a day of lecture and classroom learning. the trainees will be asked to participate in a day of practice activities and/or scenarios to put the new skills to use. Each session will culminate with a feedback meeting at the end where trainees and the trainer can discuss strategies for improvement.
18. Types of Training Activities Tasks will generally vary to a degree to allow practice in various situations. The goal is to have trainees learn the information through use of internal conditions and then practice it in the process of external conditions. Trainees must process the information and apply it to learn.
19. Length of Training The training module will cover a two week period. The training sessions will be held Monday through Friday each week from 9:00 a.m. until 12:00 p.m. Rested Trainees Ready to Learn Avoiding Adult Learner Burn Out
20. Length of Training The rest of the day after lunch time will allow for the executive sales staff to conduct their normal business from our headquarters in Silicon Valley. The final day’s schedule may vary due to a final post test being performed to gain better insight in to how much our trainee’s learned over the two weeks.
21. Topics Outline The activities that the trainees will progress through each day are designed to help them develop an understanding of the world that they are traveling to. The idea is that through the progressive system of training each trainee will be able to learn the material at a steady pace, which will allow them to absorb the information much easier. Refer to Training Module
22. Training Session Agenda The cultural diversity training program during the two week period is the primary way to provide our trainees with critical knowledge to aid them in their pursuit of new clients. Lecture Based Activity/Scenario Based The trainees are all adult learners and a good way to keep them motivated is by keeping them busy and involved in the learning process.
23. Icebreaker Innatech's sales managers have been working with each-other; it would not benefit them to do a typical ice breaker We would simply have the trainees stand up, state their name, why they chose to become a sales manager, how many years they have been working for the company, and what they expect to get out of the ten training sessions. Ice breakers could work against the training module objectives because the trainees may feel the training is not that serious and it is more like a game.
24. Training Methodology The training methods being employed by Innatech Inc. are lecture and activity based. They include classroom lectures, audiovisual techniques, and role playing. The lecture based activities will take place on one day of training and then be tied in with relevant practice the next day.
25. Training Methodology Lecture based classroom training is that it is an inexpensive way to train and it is an easy way to reach out to trainees. The training sessions will be supplemented by using videos from online resources. Tie in with real life experiences Supported by expert material Uploaded videos to Wiki page
26. Training Methodology The final method in the training program is role playing. According to Noe (2008), role playing focuses on interpersonal responses and the outcomes depend on the emotional and subjective reactions of the other trainees. We want to see how trainees react emotionally in situations and correct behaviors at the training before they make the mistake in front of a client.
27. Training Technology/Media Teleconferencing Wiki Page LCD Projection Laptop Computers Internet Company Intranet
28. Training Content and Activities Refer to Training Module Refer to Training Activities
29. Transfer of Training The author, Raymond Noe (2008) says that transfer of training refers to trainees effectively and continually applying what they learned in training (knowledge, skills, behaviors, and cognitive strategies) to their jobs. The CEO and board of directors fully support the venture into Japan and believe in the training program. Support from top level management Positive working environment
30. Transfer of Training The corporate culture is supportive learning and advancing the skills of its employees. The transfer of training in our program involved both generalization and maintenance. Generalization-Practice work problems that are similar to real life experiences. Maintenance-Continually applying new skills when traveling overseas in the future.
31. Evaluation Procedures The first two levels in Kirkpatrick’s four level framework of evaluation criteria are (1) reactions and (2) learning. Level 1-Trainee satisfaction Level 2-Trainee acquisition of knowledge, skills, abilities, and behaviors The Innatech cultural diversity training program will have a pre-test and a post-test. There will be a reaction measure survey for trainees to complete at the conclusion of training.
32. Evaluation Procedures The pre-test and post-test’s are going to be paper and pencil tests used to measure level two outcomes. The tests will measure the trainees’ acquisition of knowledge (cognitive) and learned behaviors (skill-based). The survey provided at the end of training is going to measure trainee satisfaction with the training sessions. Refer to Training Module
33. Follow-Up Procedures Top levels of Kirkpatrick’s determine transfer of training. Level 3- Evaluates trainee’s improvement of behaviors on the job. Level 4- Evaluates business results achieved by the company due to trainee’s performance. The behavior criteria can be measure through level three affective outcomes, while level four are simply results based.
34. Follow-Up Procedures Affective Outcomes Interviews with trainees upon their return from Japan. Identify trainee attitudes towards training and experience We will consider the reaction measure survey’s. Results Outcomes We will take a look at the sales figures, increased productivity in the Japanese market, and overall customer satisfaction in the Japanese market. Did the training program pay off in favor of Innatech Inc?
35. Training Budget
36. Training Room Layout U-Shape Layout Set up the training room just like what they will see in Japan. Refer to training module We would sit the trainees in order of seniority and facing their equally ranked counterpart.
37. Training Room Layout Trainer at the head of the classroom. LCD Projector and Screen Laptops Optional U-style training table tops will allow the trainer to get close to the trainees. Close to trainees Assist with problems
38. References Customs and Etiquette of Japan. (n.d.). Retrieved November 10, 2008, from the Japanese Business Etiquette: http://en.wikipedia.org/wiki/Japanese-business-etiquette.html. Customs in Japan. (n.d.). Retrieved November 17, 2008, from Job Monkey: http://www.jobmonkey.com/teaching/asia/html/customs_in_japan.html. Doing Business in Japan. (n.d.). Retrieved November 17, 2008, from U.S. Commercial Service: http://www.buyusa.gov/japan/en/doing.html. Japan. (n.d.). Retrieved November 17, 2008, from Kiwi Essential: http://www.kiwiessential.co.uk/resources/global-etiquette/japan-country-profiles.html.
39. References Japanese Business Etiquette. (n.d.). Retrieved November 17, 2008, from Cyborlink: http://www.cyborlink.com/besite/japan.htm. Japanese Business Phrases. (n.d.). Retrieved November 13, 2008, from Venture Japan: http://www.venturejapan.com/japanese-business-phrases.htm Noe, Raymond A. (2008). Employee Training and Development. New York, NY. McGraw-Hill Irwin. Thill, J. V., & Bovee, C. L. (2007). Excellence in Business Communication. Upper Saddle River: Pearson Prentice Hall. Useful Japanese Phrases and Words. (n.d.). Retrieved November 13, 2008, from Applied Language Solutions: http://www.appliedlanguage.com/languages/japanese/japanese_phrases.htm
40. Thank You Thank You Everyone! Questions? Have a Nice Thanksgiving!