The document outlines a process for conducting a training needs assessment for sales executives. It involves identifying training needs, writing development objectives, selecting appropriate training methods, and evaluating results. The goals are to determine how training can improve performance, distinguish needs from organizational issues, and link development to business goals. Key steps include auditing current skills and needs, analyzing gaps, planning objectives and methods, and measuring pre-and post-training performance.

1. Of a Sales Executive

2. ● To promote the sales of any company's sales
executive one have to try many tactics.
● When there is a performance lack and drop in sales
when compared to the competitors.
● There is stiff competition between the public and
private companies.
● Public have the Govt security and private have the
new technology and fast services and attractive
schemes and packages.

4. ● Gives more time to manage.
● Standardized performance.
● Less absenteeism.
● Less turnover.
● Reduced tension.
● Consistency.
● Lower costs.
● More customers
● Better service.

5. Conduct training needs assessment
Is there a training/development gap?
● To determine what development will improve
performance
Current Position ● To determine if training will make a difference Where you want to
● To distinguish training needs from organisational
problems; and
● To determine what development is relevant to your
employee’s jobs
● To link improved job performance with the
organisation’s goals

6. Feedback
Conduc
t
Training
Analysi
s
Write Select
Identify Link to Design/
Developmen Developmen
Current Position
Training
t
T&D
t
Conduct
Where you want to
Needs plan Evaluation
Objectives Method
Identify
Trainee
Skills
etc

7. Identify
Audit current situation
Training Look at tasks/objectives for the job, are they changing?
Needs Desired change in job responsibilities
Technological or organisational developments
Is work below acceptable quality?
What knowledge, skills, abilities, contacts etc.
Conduc Organisational needs: Strategic plan, Integrated Strategies, School
t Plans, Annual Operating Statements
Training
Analysi
University processes, standards, systems, requirements
s Department initiatives
Skills appraisal
Risk analysis
Identify Appraisal
Trainee Review previous performance; achievement against
Skills objectives, way in which objectives were met/style
etc
Previous experience
Reflection on previous T&D activities

8. Is training the solution? Look at cost /benefits
Write
Developmen What outcome from T&D event
t Improved performance; Better knowledge/ skills;
Objectives Networking
Link to How does it fit in with Department?
T&D Resource implications/timescale
plan
Equity of provision amongst team
How best to deliver development activity?
Select
Developmen Courses; Research on internet or other resources; Self
t study; Mentoring; Job shadowing; Structured on the job
Method training, CPD or professional qualification
How to get feedback
Design/ Test or review improved skills or performance?
Conduct Reflection through appraisal; 1:1s
Evaluation HR/ March
Feed into Evaluation of T&D plan
2003

9. ● When Sales of the company are dropping and
losing its grip in the market then boost up training
sessions and motivation sessions programs are
needed. Employee morale build up and skills are
sharpened. New Motivational advertisements are
made to attract customers and borrow their faith.
10 Tips:
● Stress Training as investment.
● Determine your needs.
● Promote a Culture of Learning

10. ● Start out small.
● Choose Quality Instructor and material.
● Find out right space.
● Clarify Connections.
● Make it ongoing.
● Measure Results.

11. ● Sales performance rate
● Employee performance rate
● Employee motivation level.
● Customer call back rate
● Customer leaving rate.

12. ● To determine what development will improve
performance
● To determine if training will make a difference
● To distinguish training needs from
organisational problems; and
● To determine what development is relevant to
your employee’s jobs
● To link improved job performance with the
organisation’s goals

13. Audit current situation
Look at tasks/objectives for the job, are
Identify they changing?
training needs Desired change in job responsibilities
Technological or organisational
developments
Is work below acceptable quality?
What knowledge, skills,
abilities, contacts etc.
Conduct training
analysis Organisational needs: Strategic plan,
Integrated Strategies, School Plans,
Annual Operating Statements
University processes, standards, systems,
requirements
Department initiatives
Skills appraisal
Risk analysis

14. Appraisal
Identify Review previous performance;
training skills achievement against objectives, way in
etc. which objectives were met/style
Previous experience
Reflection on previous T&D activities
Write
What outcome from T&D
development event
objectives Improved performance; Better knowledge/
skills; Networking
How does it fit in with
Link to T&D Department?
plan Resource implications/timescale
Equity of provision amongst team

15. How best to deliver
Select development activity?
development Courses; Research on internet or other
method resources; Self study; Mentoring; Job
shadowing; Structured on the job training,
CPD or professional qualification
How to get feedback
design/conduct Test or review improved skills or
evaluation performance?
Reflection through appraisal; 1:1s
Feed into Evaluation of T&D plan

16. ● Moving from plan to action.
● Carry out the training program with employees who
do not meet standards.
● Once the training process is complete EVALUTE.
● Formal Evaluation: uses observation, interviews,
and surveys to monitor training while its going on.
● Summative evaluation: measures results when
training is complete in five ways:
1 Reaction 2 Knowledge 3 Behavior 4 Attitudes
5 Productivity

17. ● The above parameters gives a vivid idea of the
sales department performance measure and
required skill renewal rate and motivational buildup.