Backwoods Mail Order Company free essay sample

Likewise, Banks wants representatives to become more helpful in answering questions and complaints, as well as to be more polite and professional (p. 578). In developing a training program, it is necessary to determine what the main objectives of such a program would be. First, I would recommend that upon completion of a training program, representatives would be capable of keying orders at very high accuracy rate, perhaps as much as 98% or 99%. This is an important objective, because problems in size, features, and color selection account for 78 percent of merchandise returns. Of these errors, 54 percent were the result of data entry mistakes. Secondly, upon completion of a training program, representatives should be able to display a positive attitude and utmost professionalism when dealing with customers, unless customer exhibits inappropriate or abusive behavior. Improving the overall attitude of customer service representatives may have a direct effect upon the customers view of Backwoods, and would aid in the completion of the third objective. The third and final objective is to understand sizing and features of all Backwoods products, as well as differences in sizing among products. Also, representatives should be able to relay these guidelines to a customer in an understandable fashion. This would prevent confusion and ordering mistakes on the part of the customer, and would lead to fewer returns in the future. There are a number of training techniques and mediums that can be used to convey information to employees. First, e-learning would be an excellent means of training employees on the mechanical aspects of providing high-quality customer service. For example, the first objective above states that representatives should be trained to key orders into the computer system accurately. Trainees could learn how to do this via a computer typing program, in a self-directed learning environment. There are a number of interactive typing software programs which could teach employees to key accurately and efficiently, while allowing them to learn at their own pace. Such a program would involve drill and practice, while providing feedback on mistakes and problem areas. Likewise, the employees error rate could be monitored and evaluated. Another training technique that would be useful to Backwoods is that of role-playing. Role-playing is an experiential method, by which trainees practice skills and are actively engaged in the learning process. Role-playing would be effective for the second objective, which is the enhancement of the employees positive attitude when dealing with customers. Through this technique, trainees would be given the opportunity to act out different situations in which customers may present difficult or problematic scenarios. In addition, trainees would learn to deal with interpersonal problems, such as those that arise when a customer is dissatisfied or rude. Lastly, Backwoods should consider using informational training methods, such as lectures or audio-visual media. While this technique would not be beneficial for enhancing interpersonal skills, it certainly would be useful for teaching the nuts and bolts of the customer service position. The most basic information would be easily conveyed this way, such as sizing information, product features, and the like. Training via this method could be carried out using CD-ROMS, videotapes, or slides. This would be very helpful as a foundation for the other types of training. Using the above training techniques, I believe training for this position should take place over the course of several weeks. Some sections of training would obviously be shorter in duration than others, such as the lectures and audio-visual training, because these provide the most basic information. However, the areas of greatest difficulty, such as data entry, or communication and interpersonal skills, would necessarily require lengthier training. Likewise, training such as role-playing may require a longer duration, because it is meant to address all types of real-life situations. I believe the best course of action would be to first provide basic information, such as product features and sizes, through lectures and audio-visuals. Afterwards, data entry training should be addressed, and finally, interpersonal and communication skills. This order seems most logical for program success. As with any training program, Backwoods would need to evaluate their methods to determine effectiveness. To do so, I would recommend a Pretest-Posttest Control Group Design. This evaluation type requires that individuals are randomly assigned to two groups: one which will undergo training, and the other which will not be exposed to the program (p. 218). Criteria would be collected for both groups prior to the training, as well as after. As a result, comparisons can be made regarding the changes in both groups. This allows us to determine if a change occurred, and if so, whether the change is the result of the training program (p. 218). As mentioned above, with the Pretest-Posttest Control Group Design, a number of criteria must be collected prior to training, as well as after training has taken place. For the purpose of evaluating Backwoods training program, I would recommend studying learning, behavior, and results. Learning is characterized by changes in knowledge, and determines the extent to which trainees comprehend the concepts taught. For the above training program, one could evaluate the knowledge of company products, product features, sizing guidelines, and the like. This could be carried out by written test, or any other suitable measure of evaluation. Behavior, on the other hand, can be seen in job performance, as well as interpersonal and communication skills. For example, after training, representatives ability to enter orders accurately may increase. This will be evidenced in the number of returns made as a result of employee keying error. Likewise, training may affect interpersonal skills by teaching employees to interact with customers under difficult of stressful situations. This could possibly be evaluated in terms of customer complaints regarding employee behavior. The last criterion for evaluating training is that of results. The purpose of collecting this data is to determine the effects of training upon the group or company (p. 213). Data can be gathered pre- and post-training regarding productivity, absenteeism, lawsuits, quality improvements, and the like (p. 213). This evaluation, unlike the others, takes into consideration the effects of training upon the entire workgroup, rather than a single individual.