Management Team of the Finnish Bookstore - Case Study Example

Case Study- Finnish Bookstore Name Course Name and Code Instructor’s Name Date Executive Summary The Finnish Bookstore introduced a number of their employees to generic sales skills in a sales training program which had lasted for two days in order to enhancing the quality of the customer service skills of their sales force. This report has aimed at providing information to the senior management team of the Finnish Bookstore on how they can assess the development needs of their staff and what learning strategies and or interventions they can employ for specific learning needs. This includes Measuring Participant Reaction, Measuring Perceived Learning, Measuring Behaviour and Attitude Change as well as Measuring Impact on the bookstores and Achievement of the set Goals. Additionally the paper has focused on how the Finnish Bookstore can evaluate the effectiveness of learning strategies or interventions identified. This has comprised identifying the degree at which the customer benefits from the learning interventions, participants changed their behaviour at the workplace, and participants advanced their knowledge, skills as well as change attitudes and the usefulness of the intervention strategies to the workers. Table of Contents Executive Summary 2 Table of Contents 3 Introduction 4 How the Finnish Bookstore can assess the development needs of their staff 4 Measuring Participant Reaction 5 Measuring Perceived Learning 5 Measuring Behaviour and Attitude Change 6 Measuring Impact on the bookstores and Achievement of the set Goals 6 Learning strategies/interventions most appropriate for the following 7 Induction of new staff 7 Customer service 7 Interpersonal skills 8 Development of leadership skills 8 Development of team skills 8 Evaluating the interventions to determine their level of effectiveness 9 Conclusion 9 References 10 Introduction A Finish bookstore aimed at enhancing the quality of the customer service skills of their sales force. They had introduced a number of their employees to generic sales skills in a sales training program, which had lasted for two days (Gibb, 2010). The classroom training that was being run by the bookstore for their sales people was ten years old and there was need to create a new training program (Gibb, 2010). The Finnish Bookstore was able to create an online program based on stimulation with the assistance of an external vendor who is an expert in the digital solutions. The program allowed for the participants in addressing real-world sales circumstances. These program included working with a group of peers and a live coach online for a day. Moreover, it comprised of the probability of the participant working alone afterwards over the internet using the intranet (Gibb, 2010). Generally, the training program was aimed at enhancing the practical skills of the participants other than just conveying the information (Gibb, 2010). This report aims providing information the senior management team of the Finnish Bookstore on how they can assess the development needs of their staff and what learning strategies and or interventions they can employ for specific learning needs. Lastly, the report will deliberate how the Finnish Bookstore can evaluate the effectiveness of learning strategies or interventions identified. How the Finnish Bookstore can assess the development needs of their staff Past research has continued to indicate that needs assessment allows the organization to ground rationalization for the development of a training program that is within the real world needs of its staff (Catano et al. 2007). It is apparent that the needs assessment helps an organization save money, time as well as enhance the probability for the value in the results of the training efforts (Brown, 2002). There are a number of ways that an organization can assess the development needs of their associates. Finnish Bookstore can employ the following in assessing the needs development of its employees: Measuring Participant Reaction This entails acquiring data from the staff on their perception and feelings of the new program. In addition, it comprises gathering feedback on the content of the program, the process used to deliver and the environment under which the activity was conducted (Ferrell and Hakstian, 2001). This reaction evaluation is usually conducted immediately after an event (Ferrell and Hakstian, 2001). By so doing, the Finnish Bookstore will be in a position to gather information on whether the new online program they introduced held the attention of their employees and pleased them and whether it was relevant to their needs. The company could use such strategies as surveys, interviews and individual report in gathering information on participant reaction (Ferrell and Hakstian, 2001). Measuring Perceived Learning Through the evaluation of the learning or the training program for instance the knowledge or skills acquired, a company will be in a position to measure what the employees claim to have learned in the staff development activity (Jones and Whitmore, 1995). The method of assessment is done just before and just after the developmental activity. However, it can be done much later to identify the level of retention of the acquired skills (Jones and Whitmore, 1995). Finnish Bookstore will be able to identify whether the program, which included working with a group of peers and a live coach online for a day was effective and whether the participants learned it (Jones and Whitmore, 1995). The bookstore can acquire this data can be acquired by using interviews and questionnaires. Measuring Behaviour and Attitude Change Via the reports by the customers, the Finnish Bookstore will be in a position to identify whether the attitudes of their staff changed because of the desired learning consequences for the staff online training program (Engelbrecht and Fischer, 1995). This they can achieve by asking their employees the changes they have made on the job as well as by directly observing the employees to identify any change of attitude (Catano et al, 2007). Moreover, the company can use accuracy in achieving goals to determine change. This will help the Finnish Bookstore acquire information on whether the customers were satisfied with the responses provided by its staff. Measuring Impact on the bookstores and Achievement of the set Goals By evaluating a number of the outcomes because of the new established training program, the Finnish Bookstore will be in a position to assess if the changes in behaviour and attitude have impacted the firm as well as the accomplishment of its goals positively or negatively (Engelbrecht and Fischer, 1995). Besides, they will be able to determine whether they are operating effectively and whether morale of their staff is enhanced towards growth and development. The change can be measure through reduced complaints from customers and improved customer retention (Engelbrecht and Fischer, 1995). The company can use the survey strategy to assess this. Learning strategies/interventions most appropriate for the following Induction of new staff Induction is vitally important to new staff as it helps them settle into the new job. According to studies a good, induction training ensures that the new staff is settled quickly to a productive role as well as retained (Brown, 2000). To ensure an effective induction, the senior management of the Finnish Bookstore should ensure that they; Meet the basic induction prerequisites- this includes conveying the core rules and the expectations of the new staff such as job description, work culture, support, pay and remuneration among others. Focus on training- to ensure that the new staff becomes a fully effective member of the firm’s support centre (Brown, 2002). The training program should be one that explains the business and its importance. The Bookstore can offer training to its new staff through instructor led training, computer-based training as well as on-the-job training (Brown, 2002). Provide a work mentor- it is of paramount for the new staff member to collaborate with a mentor to help them settle in the job quickly. Customer service The experts in their research denote that customers are the core to success of all businesses. It is therefore for the Finnish bookstore to adopt a well-executed customer strategy that will enhance their brand health and commercial success (Engelbrecht and Fischer, 1995). It is apparent from the case study that the company employs a stimulation-based program that enables dialogue between the customer who visits the shop twice and the sales person. This is a program that will enable them determine whether their customers are satisfied with their services or not. Interpersonal skills It is largely important to have good interpersonal skills at the work place. Studies reveal that for a business to successful the employees and the management team have to get along (Burnard, 1996). Therefore, it is important that the Finnish company develop a way to draw on the life experiences of its workers to improve their interpersonal skills. This includes identifying and describing positive teamwork skills, communication skills relevant for interpersonal relations as well as how these skills can enhance development (Burnard, 1996). Development of leadership skills Finnish Bookstore can ensure development of leadership skills among its employees with work projects aimed at enhancing leadership capabilities (Brown, 2002). Additionally, they could use a cooperative education program, which gives the workers a real world experience during their work terms (Georgiades and MacDonnell, 1998). This provides a variety of opportunities for the worker to develop a wide range of skills such as interpersonal skills. Development of team skills The Finnish Bookstore can ensure Development of team skills to its staff through the action learning strategy, which is a form of learning by doing (Ferrell and Hakstian, 2001). This is a process for bringing a variety of people with different skills together so as they can evaluate an actual work related problem and build an action plan to address the situation. The senior management should ensure that the group meets frequently to execute the actions and make course corrections. Evaluating the interventions to determine their level of effectiveness When a company has a well-structured evaluating strategy in place, it is able to quickly determine the cause of the problem and how it can be addressed (Engelbrecht and Fischer, 1995). Additionally, being in a position to demonstrate a substantial impact to the company from the training offered helps the company acquire resources from vitally significant decision makers (Engelbrecht and Fischer, 1995). The Finnish Bookstore can employ the following measuring strategies to ensure that their learning interventions are effective. What are the measurable benefits the company accrued from the trainings with regards to productivity, sales revenue and efficiency? To what level the participants changed their behaviour at the workplace due to the training. To what degree the participants advanced their knowledge, skills as well as change attitudes due to the training. To what level did the workers find the training to be useful, well structured, challenging and organized? Conclusion This report has aimed at providing information to the senior management team of the Finnish Bookstore on how they can assess the development needs of their staff and what learning strategies and or interventions they can employ for specific learning needs. This includes Measuring Participant Reaction, Measuring Perceived Learning, Measuring Behaviour and Attitude Change as well as Measuring Impact on the bookstores and Achievement of the set Goals. Additionally the paper has focused on how the Finnish Bookstore can evaluate the effectiveness of learning strategies or interventions identified. This has comprised identifying the degree at which the customer benefits from the learning interventions, participants changed their behaviour at the workplace, and participants advanced their knowledge, skills as well as change attitudes and the usefulness of the intervention strategies to the workers. References Brown, J., 2002, Training Needs Assessment: A must for developing an effective training program. Public Personnel Management, vol. 31, no. 4, pp. 569-578 Burnard, P., 1996, Acquiring Interpersonal Skills: A Handbook of Experiential Learning for Health Professionals, 2nded. Nelson Thornes Catano, V., Darr, M., & Campbell, C., 2007, Performance appraisal of behaviour-based competencies: A reliable and valid procedure. Personnel Psychology, vol. 60, pp. 201–230 Engelbrecht, A. S., and Fischer, H., 1995, The managerial performance implications of a developmental assessment centre process. Human Relations, vol. 48, no. 4, pp. 387-404 Ferrell, S., and Hakstian, A. R., 2001, Improving sales force performance: A meta-analytic investigation of the effectiveness and utility of personnel selection procedures and training interventions. Psychology & Marketing, vol. 18, no. 3, pp. 281-316 Georgiades, N. and MacDonnell, R., 1998, Leadership For Competitive Advantage, Chichester, England: John Wiley and Sons Gibb, S 2010, Human resource development, 3rd edn, Palgrave Macmillan, New York. Pages copied 306 – 307. Jones, R. G., and Whitmore, M. D., 1995, Evaluating developmental assessment centres as interventions. Personnel Psychology, vol. 48, no. 2, pp. 377-388 Read More