I am about to appear for a deputy manager/manager-training role. I have 6 years of training experience; however, most of the time, it has been an individual contributor role where I have managed newly hired training. Currently, I am an AM-Training, once again an individual contributor from a training standpoint, and also manage end-to-end service delivery for a team of 18 agents in a sales-driven BPO process. I need help in focusing on areas to be able to crack the interview.
From India,
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From India,
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Dear Preetam,
If selected for the position of AM (Training), your major activities would include:
a) Creating a standardized sales process. Given a particular sales call, there must be uniformity in handling the sales call by all 18 sales agents.
b) Identifying competencies required to implement the sales process.
c) Monitoring compliance of the sales process, identifying gaps, and retraining staff.
d) Creating knowledge assets for future use on why customers bought the product/service or why they did not buy.
Recently, I provided a response regarding the identification of competencies for salespersons. You can access the reply through the following link: https://www.citehr.com/529686-how-im...ml#post2236073
Although the response may not directly relate to your industry, the essence of the reply could be beneficial.
Best regards,
Dinesh Divekar
From India, Bangalore
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8219If selected for the position of AM (Training), your major activities would include:
a) Creating a standardized sales process. Given a particular sales call, there must be uniformity in handling the sales call by all 18 sales agents.
b) Identifying competencies required to implement the sales process.
c) Monitoring compliance of the sales process, identifying gaps, and retraining staff.
d) Creating knowledge assets for future use on why customers bought the product/service or why they did not buy.
Recently, I provided a response regarding the identification of competencies for salespersons. You can access the reply through the following link: https://www.citehr.com/529686-how-im...ml#post2236073
Although the response may not directly relate to your industry, the essence of the reply could be beneficial.
Best regards,
Dinesh Divekar
From India, Bangalore
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First of all, congratulations and all the best.
I'd like to ask you one question: what is the area your organization deals with? If this is answered, it would be easy for me to be of better help for your purpose.
However, here are a few points that might be of help:
1. For roles like this, the organization looks at your management skills in areas such as People, Process, and Stakeholder management.
2. Good communication is essential because at this level, you are expected to have more exposure to clients.
3. Good feedback and mentoring skills are valuable.
4. Ability to design KRA - KPI, drive KPI Metrics, provide feedback on KPIs, and manage the appraisal process.
5. Decent presentation skills are important.
6. Ability to prepare and understand reports is crucial.
That's it. If there are areas where you might need a brush up, rest assured that everything, by now, from a training perspective must run in your veins. Otherwise, you wouldn't have been able to sustain roles as a trainer, Lead Trainer, and AM - training over a span of 6 years.
For any queries, I would be happy to answer.
To all other members of the forum: If I've missed anything or if any of my points need correction or addition, please feel free to provide feedback.
Regards,
J
From India, Ahmedabad
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I'd like to ask you one question: what is the area your organization deals with? If this is answered, it would be easy for me to be of better help for your purpose.
However, here are a few points that might be of help:
1. For roles like this, the organization looks at your management skills in areas such as People, Process, and Stakeholder management.
2. Good communication is essential because at this level, you are expected to have more exposure to clients.
3. Good feedback and mentoring skills are valuable.
4. Ability to design KRA - KPI, drive KPI Metrics, provide feedback on KPIs, and manage the appraisal process.
5. Decent presentation skills are important.
6. Ability to prepare and understand reports is crucial.
That's it. If there are areas where you might need a brush up, rest assured that everything, by now, from a training perspective must run in your veins. Otherwise, you wouldn't have been able to sustain roles as a trainer, Lead Trainer, and AM - training over a span of 6 years.
For any queries, I would be happy to answer.
To all other members of the forum: If I've missed anything or if any of my points need correction or addition, please feel free to provide feedback.
Regards,
J
From India, Ahmedabad
Acknowledge(0)Amend(0)
Dear Dinesh Divekar,
The important thing that you missed out on was the reduction of business costs through training. Employee training is only a medium and not an end in itself. The end result should be the reduction of some cost that the organization incurs in the course of its operations. If not costs, then be clear about which ratio you would like to increase or decrease.
In my previous reply, I did not include this point because BPO is a service industry, and most BPOs are private limited companies. Against this backdrop, very little financial information is available. In contrast, counterparts in the manufacturing sector have a slight advantage because the pattern in procurement spend reveals much. The reduction in procurement spend is a major target for the training managers who work in the manufacturing sector (provided they consider it important).
I have given an exhaustive reply on the subject of training. You and Preetam may click the following link to go through it: https://www.citehr.com/523786-traini...ml#post2222367
In the above link, you will find further links and sub-links. Go through all the links, and it will enhance your understanding of the subject of training.
Thanks,
Dinesh Divekar
From India, Bangalore
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The important thing that you missed out on was the reduction of business costs through training. Employee training is only a medium and not an end in itself. The end result should be the reduction of some cost that the organization incurs in the course of its operations. If not costs, then be clear about which ratio you would like to increase or decrease.
In my previous reply, I did not include this point because BPO is a service industry, and most BPOs are private limited companies. Against this backdrop, very little financial information is available. In contrast, counterparts in the manufacturing sector have a slight advantage because the pattern in procurement spend reveals much. The reduction in procurement spend is a major target for the training managers who work in the manufacturing sector (provided they consider it important).
I have given an exhaustive reply on the subject of training. You and Preetam may click the following link to go through it: https://www.citehr.com/523786-traini...ml#post2222367
In the above link, you will find further links and sub-links. Go through all the links, and it will enhance your understanding of the subject of training.
Thanks,
Dinesh Divekar
From India, Bangalore
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