Training and Mentoring Development

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Training and Mentoring Development

InterClean is on the cusp of tremendous change. The organization has merged with a former competitor in the sanitation industry in an effort to become a defining force within a changing market. Such dramatic outward change also means drastic inward change as InterClean must now begin developing selected employees in an effort to create a workforce capable of executing the organization’s new business strategy. The bulk of this new strategy lies in the hands of our new sales team as we transition into a customizable product/service bundle for each of our clients. As a result we have developed a training and mentoring program to better position our sales team for success in this venture. As stated by Cascio, “The organization is responsible for providing an atmosphere that will support and encourage change, and the individual is responsible for deriving maximum benefit from the learning opportunities provided. This may involve the acquisition of new information, skills, attitudes, or patterns of social behavior through training and development” (Cascio, 2006, p. 288). This report gives a broad outline of our new program that is designed to provide the atmosphere of which Cascio speaks.

In order to create a training and mentoring program that is effective, we must first understand some of our training needs. This has been accomplished through the examination of four broad areas relating to employment within InterClean. These areas include organizational, demographic, operations, and individual analysis. Through the analysis of the four given areas, we have determined key areas that need attention as we move forward with our merger and into our new strategy.

Primary training attention will be directed at the diversity of our new converged sales team. We realize that, as former competitors, many of the members…...

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