Training has always had the same problems facing it, the main one being time constraints. Organisations have recognised that personal development is needed to get the best out of employees to make them more efficient, however taking people out of work proves costly. This puts many people off developing their staff, which if left can lead to irreversible damage to an organisation.

In todays training market, there is a range of training methods available. For example, bespoke training, ready-to-run programmes, coaching, ILM development awards or e-learning, are all popular methods. Many HR experts and training consultants have disputed which method produces the best results; however, each individual method has its place in development and can produce some amazing results.

Due to the different options available, companies can find it confusing evaluating which services to use when deciding on training solutions. This is normally because of the uncertainty in the required training objectives, the number of delegates can be unknown and trying to choose a delivery method that would suit both the training needs of the delegates and the organisation difficult.

The main aspects to consider when deciding on a learning and development solution are the training objectives. These need to be set at the beginning and preferably be measurable. This lays the foundations for what the course will be based on and if the objectives are measurable, it allows the results to become quantifiable and shows the organisation that the training was worthwhile.

Finding out how many delegates will be on the training programme is important, as the number of delegates will affect how cost effective each solution is. The location also needs consideration, for example if an organisation has many employees who are in need of training then the organisation needs to think about where the venue is, capacity, whether it is a suitable learning environment and how the disruption will affect the organisation.

Whether the programme is for a large or small number of delegates the above considerations always need to be well planned in order for the learning and development initiative to be successful.

Once the foundations are established, the next stage is to evaluate which delivery option would best suit the criteria. Many training methods can deliver effective learning and development solutions for all development topics, such as a management development programme, a customer service solution or a leadership programme. Each training method has individual benefits and a few of these are listed below:

Bespoke Training
* Unique to your company
* Designed around your training objectives
* Complete control over the project

Ready-to-Run
* Already written and packaged
* Tried and tested programme
* Set prices for the programmes

Coaching
* Full support and attention of the facilitator
* Coaching techniques can be used in future learning
and development initiatives
* A good development tool for senior figure heads

E-Learning
* Complete flexibility for when and where the learning
takes place
* Suitable for vast amounts of employees
* Monitoring system

This article has only mentioned a few training methods in order to highlight that each option has different benefits. Learning and development is an invaluable practice that organisations undertake and at times can be quite complicated.

This should not be a deterrent. Good learning and development specialist companies, like Righttrack Consultancy, would be able to talk through the options available and guide you in the best direction to make sure it fulfils all the objectives and more importantly give you a return on investment.

Shaun Parker has reserched the fundamental training methods of modern organisations. for more information on Training.

This may come as a shock to a lot of business owners but it is true! Most training does not work! Some companies spend hundreds, thousands and even millions of pounds or dollars on training programs that simply don’t produce a consistent return on investment.

Why?

Well, it’s not that the training courses or seminars themselves are not any good. In 30 years of being involved in sales and marketing in one way or another I have seen “the good” “the bad” and the downright “ugly”. However, in most cases, what it really boils down to is the way in which the training is delivered. More to the point, what happens after initial delivery.

If you have ever been on a training course or seminar before, I am certain you will know what I am talking about. You turn up at the venue and the course may even extend to 2 or 3 days. During that time you are mixing and mingling with either colleagues in the same large corporate company or a mixture of people from different companies and backgrounds. There is usually a buzz about the place as the course progresses and in some instances it can be quite entertaining.

What happens next? Still slightly high on the euphoria of all the new tools and techniques you have picked up you go out with a renewed kind of vigour desperate to try them out. Then after a few days, at best, maybe a few weeks the lift has almost gone completely and you find yourself slipping back into that fabulous recognisable comfort zone. Is this starting to sound familiar?

So what is it that happens and why, in most cases, does the training not deliver the return on investment that you would expect?

A huge part of this challenge is down to something called the Ebbinghaus Effect.

Please allow me to explain.

Hermann Ebbinghaus carried out the first experimental investigations of memory in Germany from 1879 to 1895. He discovered that our ability to recall information shows a rapid decrease over a very short space of time. After just a few hours, more than 60% of information is lost. A frightening thought!

The decline in recall then eases slightly but, even so, within a month, more than 80% can no longer be recalled. His now famous results are known as the Ebbinghaus Curve of Forgetting. So you see, it’s not necessarily the training itself, it’s just the natural human trait of forgetting.

A cause for concern maybe? Let’s look at the possible implications. On a course spanning 3 days, more that 50% of the information given on days 1 and 2 will be lost before the training has ended. A further 50% of day 3 could be lost on the drive or flight home.

This is something that does not just concern training either. It can affect an entire marketing program if not done correctly. For more insight into this phenomenon go to one of the search engines, type in Ebbinghaus Effect and see for yourself.

There is a solution!

This challenge can be resolved with a regular review of the material and ongoing training in any areas of weakness. Unfortunately this is not something that is always on offer or implemented.

So before you book your next sales training course, marketing seminar or marketing meeting ask yourself this key question.

Will the investment I am making be worthwhile or will the Ebbinghaus Effect take its toll?

Paul Sutherland is an Accelerated Business Growth Coach. His company – Daniel Thomas International – www.dti.eu.com helps SMEs to grow their businesses with tried, tested and proven techniques and strategies. Also increasing their bottom line profits at the same time.

One of the chief benefits of booking on-site (in-house) training, as opposed to sending your people off to a training centre to attend a pubic course, is that the training can be customised to suit the specific needs of your organisation. When booking on-site training courses, be sure to make this clear to the training company and brief them fully on your requirements.

Produce a list of key topics that need to be covered after discussing the matter with the people who will be attending the course, their manager or someone in your organisation who already has the skills the trainees are looking to acquire.

Send examples of your work to the training company, before the training, so that they have a good idea of the kind of documents your guys will need to create or edit (Make sure that you remove any sensitive or confidential information!).

A good software training session will offer users opportunities to practice the skills they are being taught. Ask the training company to incorporate your documents into the practical exercises given to delegates on the course. For example, if your staff are being shown how to create corporate brochures, have the trainer ask them to create pages from some of your typical brochures during the training to check that they are mastering the relevant techniques.

The training area

You will need to find a suitable area where you can realistically conduct a training session and where the trainees can concentrate on learning without interruption, distraction or discomfort. If your organisation does not have a training room then a meeting room can be adapted for the purpose. Delegates should be able to see the trainer from their seat without having to twist around or crane their necks. Each delegate should also have the use of their own workstation or laptop for the duration of the course and enough space to use it.

The appropriate version of the software should be loaded on each person’s machine and, ideally, everyone should be using the same version of the software. For example, running a course on Microsoft Word where some delegates have Word 2003 and others 2007 would be a nightmare, since the two versions have such major differences.)

A workstation or laptop connected to a screen projector for use by the trainer is not essential but is extremely useful, especially with a large group (say, more than half a dozen people). If your company does not own one, they can be hired for around 50 pounds per day. A whiteboard and pens are also very handy.

The training delegates

For your training to be effective, delegates must be available for the duration of the course and must be off-limits to other members of staff. Ideally, they should be treated as absent from the office until their course ends. Equally, they should be motivated to do the training and agree that it will benefit them and that acquiring the new skills provided by the training will help them to work more effectively.

It’s not a good idea to add a few extra bodies to a training session just to make up the numbers and get your money’s worth. It is far better to include just those delegates for whom the training will be relevant and useful and who will, furthermore, receive more personal attention from the trainer.

Timing

Finally, to be effective, in-house training (like all computer training) should be timely. Computer users should attend a course at a time when they are about to start using the software or using it in some new or more advanced manner. Immediately following their training, they should also have the opportunity to implement what they have learned.

This of course implies that they should have the software available on their own computers and that there will be a requirement for them to use it as part of their daily routine. If they never actually use the software for weeks or months after attending a course, the benefits of the training will be almost entirely lost and they will probably need to repeat the training session!

The author is webmaster of the On-site Training Courses website, which offers competitively-priced computer training courses on-site throughout the UK.

Canadians are increasingly part of a global world. Canada itself is a fascinating mix of different cultures and ethnic backgrounds. This diversity brings a richness that offers opportunities for both occupational and personal growth. It also brings substantial challenges, particularly as it relates to communication. Everything changes when you work with someone from a different culture: how you say hello, what is appropriate to talk about, how you shake hands, how you give or take an order, what is funny, what it means to be a man or a woman, the role of a boss, how you deal with time and space, and many other issues.
Here are six practical tips to navigate the challenging terrain of dealing with inter-cultural issues.

1. Remember what works in your own culture is exactly what might not work in another culture. What might seem routine could be very inappropriate with someone from another culture. This might involve anything from whether or not to have an agenda for the meeting, the number of people have on your negotiating team, how timely you should be for the meeting, the communication style you use, and whether or not your agreement should be put in writing.

2. Build solid relationships before getting down to business. Not much is likely to get accomplished unless you intercultural counterpart feels good about dealing with you. For one thing, smile. A genuine smile is a universal lubricant that says, “I enjoy doing business with you.” Keep in mind that building a relationship with your intercultural counterpart will usually take a lot more time than what you may used to. Intercultural negotiations may take two or three times what you might experience in Canada.

3. Be yourself, but be an effective foreigner. This has to do with respect. You don’t have to go native, but adapt your behaviour to those with different cultural backgrounds from you. Be culturally literate if you’re traveling outside Canada – know how to read behaviors in the host country culture. Most people will give you an “A” for effort when they see that you are trying to learn about their culture.

4. Use language that is simple and accessible. Avoid slang and jargon. Terms like, “Let’s cut to the chase, ” or “you can’t squeeze blood out of a turnip” may or may not make sense if you’re from Canada, but are less likely to be understandable elsewhere. Ask for clarification. Avoid telling jokes – they almost never make sense to someone from another culture.

5. Don’t judge behaviour in old ways, and try to expand your comfort zones. Because a Brazilian gives you a hug upon greeting you, or stands close to you when talking, does not mean the person is pushy. The person is expressing friendship. Because an Indonesian does not sustain eye contact does not mean he’s unassertive.

6. Adopt the Platinum Rule. Do unto others as they would have done unto them. This may not be what you would like to have done unto you. For instance, you might like a firm handshake or feel comfortable getting on a first-name basis early in a business discussion. This could be an affront to your counterpart in many parts of the world.

CMC Training offers professional communications and interpersonal skills seminars that will teach you important skills to help you stay current and move forward in your career.

http://www.cmctraining.org/communication.asp

There is no argument that today’s executive is effective to the degree that he or she is able to communicate with other people.

The executive has to be able to speak to other people–one-on-one or one-on-many–in terms other people appreciate, in ways that move and motivate them, and in words and tones that are credible and non-menacing. The “exec” must present himself or herself as a role model, as well as convey the message of the corporation, company, or department.

Some people may be “born speakers,” others may have “learned on the job.” But everyone feels the need to do it better–examine the basics of public speaking and match performance to changes in the audience’s moods, expectations, and markets. Everybody can learn to make a better impression and communicate better. Our results prove it.

For the last dozen years I have been conducting a popular–and powerful–course for the Canadian Management Centre. It is called “Effective Executive Speaking” but I do not present all by myself. Originally I worked with Peter Urs Bender, Canada’s leading public speaker and the author of Secrets of Power Presentations.

Peter devised the course and then invited me and George Torok, a dynamic speaker and business consultant, to continue to deliver it. For the last six years, George and I have been holding forth. The three-day course is offered at various times throughout the year. (Customized versions are also delivered on site.) It regularly attracts company founders, presidents, executives, department and division heads, and mid-level managers.

There is an air of excitement when we first meet as a group. George and I review basic principles. Then we divide the group into two and meet in different rooms. Members speak on self-selected topics, assigned subjects, and issues chosen at random. There is immediate, hands-on feedback. Everyone speaks; everyone responds. We offer tips for immediately improvement and insights to ponder. Individual presentations are recorded on video tape for private viewing.

We believe there are two reasons why people enroll in our courses. First, prior to making a presentation, the men and women feel nervous, uncomfortable, child-like, or shy. They want to deal with this residual fear. Second, they realize that, however well they speak, they will have to speak more easily and more persuasively in the future than they have in the past for career advancement. So there is genuine incentive to improve.

“Effective Executive Speaking” has proven to be helpful on both fronts. Do you feel nervous when called upon to speak extemporaneously? Are you spending too much time preparing your presentations? Can you think on your feet? How well do you handle hostile questions? Do you overuse PowerPoint? Is your audience aware of your nervousness? How are you dealing with “the sweats,” thick tongue, beating heart, mental confusion? Do you feel there are more effective ways to present your ideas? How do professional speakers and communicators do it and how can I learn from them?

By the third day, members of the group speak with greater ease and increased confidence and effectiveness. They have learned techniques to use every time they speak. They know what to look for (in themselves and in others) and they know how to improve.

George Torok and I, as co-course leaders, offer general principles and specific practices to teach people the skills necessary to be effective communicators. George has extensive experience as a business consultant. With Peter Urs Bender he wrote Secrets of Power Marketing. My own approach is to recognize and capitalize on individual strengths of body, voice, and mind, and to suggest new and better ways to present information and to motivate listeners.

CMC Training offers professional Communication Training that will teach you important skills to help you stay current and move forward in your career.

http://www.cmctraining.org/communication.asp

Q The real question is – how long will your audience pay attention?

A In business, or business presentations, timing is everything, according to Christina Kaya, who heads Kayaco Seminars, specializing in communication skills development for business. Holding the attention of your listeners for the duration of a presentation is easy when you understand that there are predictable patterns in the way people pay attention. Speakers who know how to work with these attention patterns can hold the attention of an audience to gain commitment and prompt action.

How do you hold the attention of your audience? Studies in brain research indicate that as the length of a presentation increases, the time the audience spends in “down-time” increases. During a twenty-minute presentation, the audience is absorbing and retaining information for approximately 18 of those 20 minutes, or 90% of the total presentation time. A 40-minute presentation only commands full attention 75% of the time. During an 80-minute presentation, listeners are in “down-time” for 30 of those 80 minutes.

Twenty minutes is the optimum time frame for one-way delivery of information. Presentations that require a longer format should be designed with 20-minute modules. This involves planning a major change every 20 minutes, with a change in the use of technology, or audience involvement.

There are also “micro-cycles” of attention within these 20-minute time frames. People “tune in” and “tune out” on a regular basis. At any time during a presentation, the audience “tunes in” and actively takes in information, then “tunes out”, or goes into “down time” to process the information. Studies have shown that these cycles are between 35 and 55 seconds of uptime, followed by two or three seconds of “down time”. If you time your presentation to match these cycles you are guaranteed to hold attention from start to finish.

The opening of a business presentation is one of the most important “micro-cycles” to plan. As the saying goes, “you don’t get a second chance to make a good first impression”. How many times have you attended a presentation where the opening statements took too long? Opening statements should ideally take no longer than 55 seconds to deliver. When opening statements run longer than a minute, some of the information is being missed, because virtually everyone has spontaneously gone into “down time”!

So the next time you have to make a business presentation, get out your stopwatch and time your material. In business – and in business presentations, timing is everything!

CMC Training offers professional development seminars and communications skills that will teach you how to stay current and move forward in your career.

http://www.cmctraining.org/communication.asp

If you are a baseball fan, then you are familiar with the 6-4-3 double play. The shortstop fields the ball, tosses it to the second baseman who tosses it to the first baseman. But what if the shortstop decides only to toss it to the first baseman? Or what if the second baseman refuses to catch the ball? Few situations illustrate the importance of teamwork as well as a sports metaphor. And in baseball, all nine members of the team must work together to be successful.

Teamwork in a dental office is just as important.

Teamwork makes an office run smoothly. Not everyone is a dentist, nor is everyone up-to-date on insurance issues. You have to rely on one another’s skills to make sure patients receive proper treatment, are billed correctly, and feel satisfied with their service.

Of course, even when things run smoothly, there will be days when you face more challenges than others. For example, everyone stands to suffer when a team member is out sick and the other team members have to do double duty. Cross training, particularly in small offices, is encouraged in order to minimize the effects of vacation and sick days. Failing to pull together as a team during such difficult days can cost you and the practice dearly. If you are not sure of what your co-worker does or which tasks need to be covered, ask in advance so you can be trained. In addition, don’t refuse to learn a new skill when asked. The more everyone knows about the inner workings of the office, the smoother the days will go and the more satisfied your patients will be.

Similarly, if you see a fellow worker overwhelmed, volunteer to help, particularly if you have extra time and are caught up on your duties. Your co-workers will appreciate the offer and will likely return the favor when you are overwhelmed one day. Have an attitude of “whatever it takes” when it comes to managing the office, even if it means you have to stay a little later some days or come in before your scheduled time.

In addition to helping other team members, be encouraging and supportive at all times. If a colleague is having a problem with a patient, step in to offer assistance if you can. Sometimes the input of another team member can calm a situation or patient. Showing that you are unified with your co-workers also lets patients know that they can’t go from one team member to another in hopes of lowering their bill or getting a better appointment time.

Whether you learn a new skill so you can help out in times of stress, or offer words of praise to a teammate, or volunteer to stay late, having a “one for all and all for one” attitude will help develop the type of strong dental team relationships that lead to a successful, solid practice and greater job satisfaction for everyone.

Cathy Warschaw, Director of the Warschaw Learning Institute provides an online Dental Office Management Program, Dental Insurance, HIPAA, CDPMA and CDA prep courses. For more information go to
http://www.WarschawLearningInstitute.com (c)2007

As with any other new product or service, people are skeptical about trying them.

They want to wait until more people they actually know personally have tried a particular device and can give them some information. The same is true of businesses, especially small businesses that do not have the funds to take huge risks.

As a result, it has taken many years of research and development for the concept of the Teleseminar to really catch on. Of course, it also required the cooperation of the telephone company whose equipment had to progress enough to allow this technology to become useful.

The evolution of the telephone to what it is today is helping making the world of business and business meetings a smoother road for the employees who must attend them.

The use of a Teleseminar bridges the gap between the cluttered and impersonal Internet and the time and expense involved traveling to meetings in other cities.

Recent advances in technology have it made it possible for the small businessperson and the entrepreneur to set up and conduct Teleseminars at a reasonable price. It would have cost thousands of dollars for these same services just a few years ago.

As new technology evolves and new systems are developed, it will be even cheaper in 10 or 20 years. As with any new technology, the longer it is available, the cheaper it becomes.

As the services become less expensive, more people will be willing to make that initial investment in a sophisticated teleconferencing system. We have already seen that happen with computers, VCRs, and DVD players, which are now a part of at least 50% of households.

When the BETA VHS system came out in the early 70s, it was over $500 to purchase, but now a combination DVD/VCR generally costs under $300. Again, these changes have shaped our world into what it is today, and people who were skeptical about trying these things became comfortable with them. These same skeptics will be the biggest supporters of the Teleseminar in years to come.

It needs to be stressed that the Teleseminar and the Internet do not stand alone as separate entities. In fact, mixed delivery combination of the two as well as other communications tools is paving the way toward the next revolution of information delivery and interactive products and services.

These combined delivery methods with multiple media allow the presenter to offer digital information and personal contact, which provides a more complete learning and relationship development experience.

With the combination of the audio on the telephone and the video that is available using the Internet, the learning experience becomes more complete and the audience will retain more of the information that is presented to them.

In doing this, you have the potential for returning clients since they know by joining your Teleseminar, they will receive clear and concise information.

Another advantage to using telephone calls instead of physical meetings is that they can be transcribed for back-end information products such as audio or video cassettes or DVDs, audio CDs and transcripts. These products open up an entire market for distribution and profit-making ventures.

With the addition of DVD burners, MP3 recorders, and other similar technology, the market is even wider and is growing more extensive every day. What once was a luxury only afforded by large corporations is now affordable and accessible by the average businessperson.

Even the sole proprietor can use this technology to communicate with customers and sales representatives instead of a one-on-one meeting or having to travel to meet a salesperson for a demonstration of a new product or service.

The new technology products make it easy for you or your Teleseminar service provider to make transcripts of your presentation.

Depending on your preference, you can have your Teleseminar recorded onto a website for people to access or you can choose to have it recorded onto a CD and offer it for sale on either your website or another website where you will direct customers who are interested.

Be certain to include these URLs in your handouts prior to the start of your Teleseminar and remind your participants several times during the presentation as well. By offering transcripts of your Teleseminar, you will continue to make money long after the initial telephone call has ended.

Even if you don’t want to do a voice recording, you can sell reprints of your seminar through the use of a PDF file, setting it up in a secure format so that customers will have to pay in order to access the file.

Richard Reichmann is internationally known as a millionaire maker.

He’s a leading consultant in real estate and internet marketing strategies that are profit proven.

Subscribe to our FREE newsletter Value $147.00

http://www.TeleseminarMoneyMaker.com

The majority of office employees use software applications from the Microsoft Office suite. Although they use such programs as Excel, Word and PowerPoint regularly it is common to find that they will have undertaken no formal training in their use. Due to the differing nature of each individual business, the way in which these applications are used may have become very company specific.

An increasing number of training companies offer consultancy services in addition to training courses based on the topics of standard course syllabus outlines. There are a number of pros and cons to these alternative approaches which need to be considered when identifying which type of Microsoft training is right for you.

Training Course Pros
Attending a training course offers an inexpensive solution to providing training. A training course provided by an authorised Microsoft training company provides a structured approach and ensures all the main elements of a particular program are adequately covered. The courses are easy to organise with fully networked, modern specification IT being provided by the training company.

Training can be undertaken on a public schedule course or on-site at your offices, with leading Microsoft training companies in the UK offering daily public schedule courses for popular programs such as Microsoft Excel. This means there is ample scope for employees to attend a training course at a time and location that is convenient for them without necessarily removing all users from the work environment at the same time.

Training Course Cons
As a training course provides a set syllabus to a number of trainees who may have vastly differing previous knowledge of the application, time may not be used efficiently with some delegates being taught techniques they are already familiar with or that do not apply to their situation.

The dates for such courses will not be as flexible as those available with consultancy, however, with many Microsoft training companies offering courses on each program as often as twice a week, finding a suitable date is unlikely to be a significant issue.

Consultancy Pros
Bringing in a consultant means that specific problem areas can be targeted without the feeling that time is being wasted going over unnecessary ground. It also allows company specific procedures to be adequately addressed and perhaps also updated and improved. This type of approach is ideal if the main requirement is to build onto an existing application e.g. spreadsheet redesign or development.

Consultancy Cons
If those employees being trained have very limited experience with the application then employing a consultant is likely to be a more expensive solution to provide the basic training than attendance at a standard training course.

Conclusions
Which of the two options provides the best solution to a company’s training needs varies depending on specific circumstances. If very standard, basic knowledge is required across the board then training courses are likely to provide the best solution. If more specific requirements or problems exist using consultancy services may be more appropriate.

In many situations it may be that a combination of the two provides the most effective solution. Employees can develop the basic skills through training courses and then use a consultancy agreement to build on these skills and deal with company specific issues and requirements.

Author is a trainer with a Microsoft training company, the market leader in its industry. For more information on training courses and consultancy, visit www.microsofttraining.net

When you are trying to grow your business during those first few years, the ability to turn prospects into customers and to keep customers satisfied with your products and services is MISSION CRITICAL.

However, some entreprenurs and small business owners may have a common misconception thinking their inside sales professionals and the customer service staffs also possess the same abilities and desires in keeping the business running and growing

Every sales trainer has heard the: “not in the budget” “we are not big enough for training and coaching” and “I am the sales manager-trainer” answers before and that type of response only makes me more committed to help them see the importance of investing some monetary resources into turning their operation into a successful and cohesive sales and service organization.

I have first-hand experience not thinking it was a necessary investment. As a result of a major business crisis for my sales organization in the mid-90s, I became convinced that sales and customer service training was needed to save the company. After finding that I needed to retool and retrain my staffs in order to weather the storm of losing our largest vendor, I had no alternative but to make a necessary monetary investment in trying to recover from this loss. In looking back at the results before and after the training, I see that I had made a HUGE mistake and probably lost significant revenues by not taking that step 5-8 years earlier.

The sales training that I chose was not appropriate for my team of “inside sales” account managers, but it was all I could find at the time. Without the convenience of the internet and websites, I had to rely on a referral from a business associate who gave me the name of the trainer and the program. The trainer tried to modify the program to address the needs of my company and ultimately it did help me to retool the entire sales and customer service team.

It was at that time that I decided that there was a lack of assessment and training programs that were targeted to the small inside sales team and small customer service staff — but these companies need that type of process training and coaching more than the Fortune 100 organizations.

As a small business owner, investigate the overview of training and coaching systems. Make sure they meet your appropriate needs and offer the following services: A comprehensive Assessment and Sales Training System for smaller inside sales organizations (2 – 20 Inside Sales Executives), an Assessment and Training for Inside Sales Managers and a complimentary coaching system for Customer Service Departments (3-10 CSRs).

Several training organizations have developed programs like these and they can be the best investment you make in your own company.

Some of the most well-known training programs demand months of training and high-ticket pricing. That is overkill for most businesses. The training should have elements of onsite training, follow up, and offer teleclass and teleseminars on an ongoing basis for brush up and advanced skills. Any program you choose should be able to assess if the sales and service teams to assure they are well-suited for their jobs. If they are – the training will be completed in less than 3 months with a minimum of disruption in the company.

Results are almost immediate. Proper assessment, training and ongoing coaching provide a way to set goals, develop a process, overcome fear of cold calling, a method of improving their vocal skill to make a greater first impression on those critical calls. Training organizatins should have additional modules as needed for more advanced training. The basis of successful programs are very simple: If you have a passion for sales, or the emotional empathy to be a great customer service representative, then any program you choose must provide the training and coaching to make your employees excel. For Business Owners, it is an opportunity to insure results and growth in revenue and satisfaction with customer service and support.

Melissa Vokoun – From 1983 to 2005 she was COO and VP of Sales and Marketing for a telecom distributor. Her passion for recruiting, training and managing these staffs was instrumental to the company. To learn more about the NuVo Partners Programs please visit the website at: http://www.nuvopartners.com or call 847-392-6886.