Solutions to evaluate training program for sale department in golden summer fashion company

Initial Cause – Effect Maps Strong Competitors Not clearly determining needs Lacking of evaluation training program New Staff Not excellent salesman Right & Reasonable Target Cann

International School of Business

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SOLUTIONS TO EVALUATE TRAINING PROGRAM FOR

SALE DEPARTMENT IN GOLDEN SUMMER FASHION COMPANY

MASTER OF BUSINESS ADMINISTRATION

Tran Lan Thanh – Mbus 5.2

Supervisors: Dr Nguyen Thi Nguyet Que

Ho Chi Minh City – Year 2017

Contents

CHAPTER 1 PROBLEM IDENTIFICATION 3

1.1 Company background 3

1.2 Background of problem 8

1.3 Problem Identification 14

1.3.1 Problem definition: 14

1.3.2 Justified Problem existence 15

1.3.3 Justified Problem important 15

1.3.4 Potential Causes 17

1.3.5 Causes Validation 17

CHAPTER 2 ALTERNATIVE ANALYSIS 21

2.1 Alternative Solution 21

2.2 Solution comparison 27

CHAPTER 3 ACTION PLAN 29

CHAPTER 4 SUPPORTING INFORMATION 38

CHAPTER 1 PROBLEM IDENTIFICATION

1.1 Company background

Golden Summer Fashion limited company (GSF) is established in 2003, specializes in retail market Golden Summer Fashion company is the authorized distributor of over 15 brands like bag, shoes in Vietnam market In 2003, Golden Summer Fashion company brand Furla bag from Italy to Vietnam, this is the first step of this retail company in growing path In 2007, GSF took the next step to bring Goex shoes from Italy to Vietnam 2014 witnessed strong growth of GSF when they opened ShooZ – multiple brand stores with over 13 brands In present, GSF own

26 stores over Vietnam with 3 brands: Furla, Geox and group brand ShooZ For each brand, GSF focus on different potential customer While Furla bag and Geox shoes aim to customer in class

B with price around 10million for bags and 5 million for shoes, ShooZ aim to lower income but trendy customers with price around 1 to 3 million

Name and address:

Vietnamese full name: Công ty TNHH Thời Trang Hạ Vàng

English name: Golden Summer Fashion Company

Address:

Website: giaybiettho.com

Havang.com

ShooZ.vn

Staff: around 300 employees

GSF has to face with a lot of competitors in retail sector like Hoang Phuc international company, Maison Company, ACFC As GSF, all retailer in fashion sector in Vietnam do not focus on just one segment of consumers, they diversifies the product line to aim to premium and casual as well

Asia Pacific footwear retail market

Vietnam is one of Asia Pacific countries – the attractive retail market, especially footwear retail market Dự báo thị trường giày dép thế giới giai đoạn 2011 - 20181said that total sales world’s footwear industry in 2011 reached $185.211 million, in 2012 reaches $188.360 million and is expected to reach $211.540 million by 2018 Asia Pacific accounted for the largest proportion and forecast continued standing leadership position in revenue from now to 2018

In terms of geographical regions, Dự báo thị trường giày dép thế giới giai đoạn 2011 -

20182 suggested that Asia Pacific accounted for the largest share on the world footwear market with annual growth rates expected in the period from 2011 to $ 78.360 million and forecast to reach about $90.644 million in 2018

Vietnam retail market

Vietnam is at 11th spot in the Global Retail Development Index (GRDI) ranking from Vietnam Retail Market Ranked 11th by AT Kearney3 and has been among top 30 fastest emerging global retail market since 2008 Besides that, Vietnam has low market saturation and has highest GDP growth in Southeast Asian countries in the GRDI

GDP growth (annual %)4 from World Bank showed that Vietnam GDP has grown 5.2% annually since 2013 and has reach 1684.866 USD in 2015

VietNam GDP

In decade from, vietNam has intersting retail growth with over 3% growth from 2008 to

2013 and more than 6% for the next 5 years Vietnam retail will become potentail market to invest in this time

Forecast for Vietnam’s retail sales growth from 2008 to 2018, by volume 5

Besides, Ryan6- CEO Nielsen Vietnam said that consumers have ability to self-eliance in purchasing since the explosion of the middle class is increasing strongly in Asia in general and in Vietnam in particular In 2020, the middle class in Vietnam will triple the current number and reach 33 million people

The family in Vietnam is not much more extended family and the young generations are independently sooner This trend brings the result that people will purchase for themselves rather than for family as the years ago

Information above shows that Vietnam is the attractive retails market with rising

consumer demand in retail, especially in footwear market Vietnam GDP has been rising

gradually in this decade and this country is in top 30 fastest emerging global retail market since

2008 With favorable external conditions, GSF has great chance in retail market and in

particularly in footwear market

The changes in Vietnam family structure and customer behavior will brings the result that the young generation will have more chance to make decision by themselves more Therefore, ShooZ – multiple brand of GSF will have more favorable conditions since ShooZ focus on young and native generation

Vietnam seem to be fertile land for retail sectors However, it brings to GSF both

opportunities and threats

Opportunities

GSF- one of fashion retail companies in Vietnam – potential market has a lot of

opportunities First of all, Vietnam market attract a lot of department store operator as Parkson, Aeon Mall, Vincom, Lotte, Takashimaya They open many ranges shopping central from South

to North of Vietnam and provide space for many brands in general and fashion brands in

particular GFS do not meet too much challenges to find the location to open new store with reasonable cost

Because of having many stores as food and beverage, fashion, coffee shop, entertainment space, shopping center always have their own traffic Revenue in shopping centre, GSF has advantage to driving customers to their stores

Secondly, from information above Vietnam become potential market for retail with increasing in middle class customers Through forecast of retail sale, GSF has good chance in this sector with retail sale volume growth increase every year

Competitors

Retail market in Vietnam has great growth number and is rising every year There are a lot of investors join in this market to share One of competitor of GSF could be mentioned is Hoang Phuc International Company

Hoang Phuc has reputation as distributors of a lot of international brand which aim to young people as ShooZ With the same potential customers Hoang Phuc is the direct competitor

of ShooZ – multi brands stores of GSF

Compare to ShooZ, Hoang Phúc has established for longer time and has reputation in fashion for youth in Vietnam Hoang Phuc distributes a lot of famous international brands as Skechers, Kappa, Dr Martin, Replay Hoang Phuc become well-known brand name in youth who are trendy and fashionable

ShooZ also has their own strength in this fight If Hoang Phuc distributes brands with famous with cool design ShooZ bring to Vietnam fashionable brand with special technology For example, light weight technology or supporting for feet brands…

GSF in general and ShooZ in particular have good opportunities in potential market for retails market as Vietnam, they also have to face with a lot of threats from competitors

1.2 Background of problem

Problem Symptoms

Golden Summer Fashion company has developed rapidly, especially when they decided

to open multi brand ShooZ In more than one year, from the end of 2014, ShooZ has 18 stores in Vietnam and will has 22 stores in the end of 2015 With over 12brands aim to youth Vietnamese people who love fashion and trendy clothes but do not have too much choice in authentic

affordable shoes

Beside Geox and Furla, two big brands in the world and became Vietnam for a long time, ShooZ seem to be a young men in this sector Although ShooZ has great development, it cannot

reach the target of sale revenue In 2015, ShooZ witnessed increase of sale through but this was not steady growth ShooZ never can reach 100% the expected sale through number Sell through number of some brands in ShooZ has fluctuated

Target of ShooZ from January 2015 to May 2016

Potential problem

We have to 2 interviews with Assistant of CEO and Operation Manager of ShooZ

Assistant of CEO- Hoàng Thị Tình worked for this company around 8 years and she used to be a Human Resource Senior for a long time in Golden Summer Fashion Company Because of her responsibility and workload, she can know clearly about symptoms and cause in HaVang The reason Operation Manager of ShooZ – Nguyen Ngoc Huong become the 2nd respondent cause she is the sale manager of ShooZ brand and know all difficulties in this brand This thesis will explore on sale department and more specific is in ShooZ brand therefore, they are the best respondents for 2 first interview

After interview both of them, there are some common points between There are many reason which makes ShooZ brand cannot reach the target The first reason is all brands under ShooZ are still new in Viet Nam market As the first time come into Viet Nam, these brands need time to educate customers about the unique of these brand Compare to HoangPhuc multiband

stores, ShooZ is the new comers and have to face with a lot challenge The second reason that people cannot realize which brands will be under ShooZ multi brand stores One of the most important reason can be mention that the sale staff do not understand what they are selling That

is the reason why some products have fluctuated sell through number Lack of adequate

information about brand what makes the product in ShooZ become unique compare to another product, sale staff is not equipped enough to know and to provide information to customer ShooZ always has new staff in sale department However, this turnover rate in ShooZ is not high compare to retail segment Both of them do not think problem become target is too high to reach As the operation manager said all of target of fashion retail in Vietnam is based on traffic

of central mall, operation cost… Besides that, when they have new stores the target is always low to encourage staff

The interview from Assistant of CEO showed that training process in company has some problem inside General in Geox, Furla and ShooZ in particular, there are no official material to show to new staff and updated for the old one Especially, ShooZ which has a lot of brands under, training seem too important to staff to provide to customers what they are selling In fashion segment, concept, key messages and product will change quickly at least 2 times for one year, it required people working in update new knowledge every season GSF do not has official training material for staff and seasonal training as well

According to Assistant of CEO, training process in GSF do not has clearly timeline, it seem to be an arbitrary training program There no right process for training program There are

no evaluation for input and output therefore the training team cannot collect the result of training The method of training is still not suitable and there no clearly about coaching and training For more details, if manager visit shop and recognize any mistake, urgent training will be organized without evaluate if this is individual mistake Assistant of CEO believes in that one people cannot reflect all a team The leader of training team comes from operation sale team so she do not have enough skill and know deeply about which department should in charge in any parts of training program All of staff in GSF do not have chance to take an intensive course She thinks that not all of skill sale staff can get from the senior or marketing team, some skills need to improve by intensive course GSF do not have any motivation for training which will encourage people join in Besides that, Assistant of CEO believe in that the basic knowledge about

company and product should be provide to all staff, not only sale and marketing team

Interview Operation Manager of ShooZ we received similar symptoms in training for sale staff Besides, she thinks that training not only about company profile, knowledge about brand or product but also sale skill, consult skills… GFS is building training process and has to face with

a lot of challenges Besides, after any training class, there is no test to evaluation the result The trainer cannot know if trainee understand all information When she comes to stores and check knowledge of sale staff, she met a lot of cases sale staff cannot remember the unique selling point of product then they cannot consult customers Especially, in Hanoi where sale staff cannot

be trained regularly, they lack of even basic information about brand For example, sale staff in Hanoi spells wrong name of materials

Problem of Golden Summer Fashion Company is not only sale revenue but also in work assignment By interview show that staff in sale team is stress and seem to be confused which their job descriptions Staff in GSF in general and in sale team particular always work under high pressure with overload working and not clear about what they need to do in their position High pressure in sale and have to take over many task in this this position in operation group of sale team are the reason of low productivity Operation of sale team have to take more tasks which are not in their job description before New task from another sector and overloading create more pressure on operation sale team The productivity is not as expected in sale revenue and another task like layout stores and whole sale as well

Keeping interview sale staff in stores, we collected more information in training program Sale staff who working in stores as the direct sale man to customers said that they do not think they are not totally confident to all products cause too much brand to remember We have 4 interview with 2 shop leaders – who worked for 2 years and 2 sale staff who just work in ShooZ under 6 months Listening to feedback from 2 leaders, we found that they have too many brands

to remember, they have joined some training class before but it too difficult to remember all of huge knowledge They said that sometimes they do not know how to make customers listen to them 2 shop leaders who have good performance with high revenue still they lacks of some information Besides that, they believe traffic of center mall can be count one reason make their revenue do not high

The two last interview are under- 6-month sale staff, they gave information that they believe customers choose products depend on how it look like They said almost knowledge they

got come from shop leaders, and some brands they cannot remember where it come from and what is the key selling point

After initial interviews with Operation Manager of ShooZ and Assistant of CEO and some sale staff we can find out some reason which might the problems makes ShooZ cannot reach the target Information from 2 first respondents, ShooZ staff do not know enough and clearly brand information which will help them to convince customers Besides that, overlap in working task put high pressure on operation staff and make them cannot have the best

productivity

Initial Cause – Effect Maps

Strong Competitors

Not clearly determining needs

Lacking of evaluation training program

New Staff

Not excellent salesman

Right &

Reasonable Target

Cannot reach target

Not confident

to consult about the unique point

of brand

Do not well in remember all knowledge of brand

Not have strong believe

in products

Training

Method

Not clearly setting objectives

Stressful job

Not to good performance of Operation

Not clearly job description

Overlap working task Overloading

work

1.3 Problem Identification

1.3.1 Problem definition:

According to Landy7, training is a process of activities of organization which provide to staff to help them more knowledge and skills to reach the goals of organization Training can be understand that improve knowledge and skills to staff for finished their tasks effectively

(Patrick8)

Noe et al9 showed that training effectiveness is the” bottom line” of most training

program Training effectiveness is determined by using model of training outcomes with four levels of training effects: trainees’ reactions to the program content and training process

(reaction), knowledge or skill acquisition “learning”, behavior change (behavior), and

improvements in tangible in individual or organizational outcomes or productivity (outcomes)

To know effectiveness of training program we need to evaluate effectiveness of training Not too different to the study of Raymond above, Honeycutt et al 10 said that training evaluation base on 4 major categories: reaction, knowledge, attitude, and results

Kirkpatrick et al11 said that training is a process with several parts which should be carefully considered when planning:

1 Determining needs

2 Setting objectives

3 Determining subjects content

4 Selecting participants

5 Determining the best schedule

6 Selecting and Preparing Audiovisual Aids

7 Evaluating the program

Come back to the Initial Interview, we found there are many several common points between interview respondents and Donald and James study Training program in GSF seem to

be ineffective with some issue in objectives, content, schedule and evaluation

1.3.2 Justified Problem existence

Sale training evaluation is one of the major challenge of organization because the cost for training must be cost-effective Without training evaluation, it will be very difficult for company

to measuring the contribution of training program Besides, evaluation training program can give the useful feedback to improve training program (Attia et al)13

According to Attia13, managers have their own reason to not evaluate training program: in the success of company, there is less reason to mention about sale staff skills and abilities; the managers’ general think that the training always better than no train; evaluation not prove

anything; and bad result could result in reduced in salary increase

Kirkpatrick 15 said there are many reasons for training evaluation of each company The common reason they mentioned is giving to company the feedback of how to improve the future program The second one is determine which part of the program need to be dropped or keep continued And the last one is to justify the existence of training department and budget They said that training can find out and improve issues of training program

For more information, the survey was made base on scale of Pettijohn12 for shop leader and sale staff at shop, they though that they know about what they sell but not in deep knowledge about brand To evaluation the reason sale performance for each product, their answer just

around the fashionable items and not too much about function of product All most brands in ShooZ are provided to customer not only fashion but also function as good for healthy,

lightweight Expect shop leader who work in GSF for a long time, sale staff in shop has been confused about how their product become unique Lack of confidential, some products line cannot inspire sale staff to consult customer at all Sale staff do not know clearly when they have chance to join training class and new staff will be trained by shop leader

1.3.3 Justified Problem important

By surveying companies with the sample between 171 and 250 firms, Holzer et al14 run

by State of Michigan find the evidence of the relationship between training and productivity Besides that, Bartel15 with the survey 150 firms show the positive link between training and productivity Becker16 agreed that general training will increase productivity According to the

measure used by Blacket al17 for the survey from 1993 to 1995, the reported productivity

increase 3.4% by total trained employees There are many surveys, papers and measure prove that training will have positive effect on growth up of productivity

In retail sector, training for stall in general and for sale staff in particularly is so

important Training for sale staff not only teach sale people how to identify and understand customer’s need and requirement (Garver et al18 ) The research of Román19 showed that sale training will give important outcome like job satisfaction, organizational commitment, and customer orientation

According to Attia et al13, the manager has less reason to think the sale skills and abilities

of sale staff will reflect on their success Therefore, GSF need to build training evaluation to measure the result of training and reward if the trainee has good performance

Lacking of evaluation training program

Cannot reach target

Not confident

to consult about the unique point

of brand

Not have strong believe

in products

Training

Method

Not clearly setting objectives

second interview because she is the direct manager of sale staff Furthermore, every week she always has to come to stores for coaching Besides, she always collects feedback from her staff, solves problem in sale system Especially, the point of view of Operation Manager has

similarities as HR senior in the first interview

Determining needs

Not clearly determining needs at the beginning is the reason made GSF do not have objective for training program, they do not have clearly purpose to aim for each training class Therefore, the content, schedule and participant of each class seem to be not specific and

reasonable

The second interview with Operation Manager go directly to training process in GSF For the first cause of problem in training, we talked about training needs According to Huong – Operation Manager of ShooZ, the objective of each training class is not clearly Therefore each made the training content was not clear For each class of training process, they have subjects as information about brands or sale skills However, they just stop at discussing about the subject, she thinks that they should finalize the content of each class specifically More details, she think that to improve her staff in skill and in knowledge training team need to list down what they will transfer in class

For example, for information about brand as brand guideline for display in stores, key of selling point, history of brand With around 15 brands, it seem to be a huge knowledge staff have to absorb in one class and may be it must be separate to class for two class After she

collected feedback from staff about training class, many sale staff said that with some class they feel overload because of the quantity information they have to get Someone said that in brand information class, they just can remember some knowledge at the beginning Preparing and discussing the content for each class is crucial because more specific of content in each class easier for candidates to follow

According to Operation Manager, GSF built training timeline with many class and they tried to equipped every skills for staff not only the basic knowledge about company, brands but also advance knowledge as updating of seasonal knowledge, sale skills However, they do not

have the specific timeline for this each content From sale staff interview, they do not know which class they will join, they just waiting for email ask them to come for training class

Besides, the participants for each content are not reasonable At discussion to design training timeline for each content, training team had talked about the time line for each content For more details, new staff will join in basic brand information, basic sale skills, and basic to use sale IT systems while the old one will be in advance class In fact, timeline is not relevant with the content as expectation To save time, there are some over-3-month staffs do not have chance

to join in any basic class, all information they get come from shop leader Furthermore, month staff need to join in advance class while they never joined in any basic class before

over-3-Not clearly in training content and the conflict between content and schedule and

participants are the reasons make the trainee cannot get all the knowledge and skill which they need to have

Training Evaluation

From the interview of HR Senior, Operation Manager and some staff GSF do not

evaluation after training class Although GSF has a lot of training class from the knowledge to skill to improve their staff, they do not know exactly what training program outcome In the report of training program in quarterly report, the training team do not responsibilities to mention the training results Board of director do not ask them to present about this

The method to measure the result of training in GSF is observation and asking staff in stores After training class, there are no test for the trainee to evaluate which they can remember The Operation manager said that, when she came to stores for asking her staff about brand

information and the result make her disappointed Her staff cannot remember what they learned from training class This issue happens not only one stores, the result is worse in Hanoi and Nha Trang- a long distance from headquarter For example, she asked them how to clean the product and there are a lot of staff cannot give the right answer with confidently Besides, not only asking staff, operation manager usually observed the way her staff convince customers There are many staff do not be active and confident to talk to customers, she though that her staff need to

improve more in sale skills

Although operation manager and operation supervisor usually tested their staff by asking,

it cannot reflect on the general staffs’ training outcome

CHAPTER 2 ALTERNATIVE ANALYSIS

2.1 Alternative Solution

Determining needs

First of all, to build effective training program we need to know what the needs is After determine needs we will have clearly objective and we will know what we should evaluate the effectiveness of training program

Kirkpatrick et al11 said that if programs are going to be effective, they must meet the needs of participants There are many ways to determine these needs Here are some of the more common:

1 Ask the participants

2 Ask the bosses of the participants

3 Ask others who are familiar with the job and how it is being performed, including subordinates, peers, and customers

4 Test the participants

5 Analyze performance appraisal forms

Participants, bosses, and others can be asked in interviews or by means of a survey Interviews provide more detailed information, but they require much more time A simple survey form can provide almost as much information and do it in a much more efficient manner

From the beginning, training programs has to find out the needs in organization In details, they need to survey from staff, boss and other participants for the details information (Hamerlynck22)

Participation by an advisory committee accomplishes four purposes:

1 Helps to determine subject content for training programs

2 Informs committee members of the efforts of the training department to provide practical help

3 Provides empathy regarding the needs seen by their subordinates

4 Stimulates support of the programs by involving them in the planning

Besides, this survey can bring several benefit to both trainers and trainees The use of tests and inventories is another approach for determining needs There are two practical ways of doing this One way is to determine the knowledge, skills, and attitudes that a supervisor should have and develop the subject content accordingly Then develop a test that measures the

knowledge, skills, and attitudes, and give it to participants as a pretest An analysis of the results will provide information regarding subject content

The other approach is to purchase a standardized instrument that relates closely to the subject matter being taught The sixty-five-item Management Inventory on Managing Change (Kirkpatrick et al11) is such an instrument Here are some of the items in it:

1 If subordinates participate in the decision to make a change, they are usually more enthusiastic in carrying it out

2 Some people are not anxious to be promoted to a job that has more responsibility

3 Decisions to change should be based on opinions as well as on facts

4 If a change is going to be unpopular with your subordinates, you should proceed slowly in order to obtain acceptance

5 It is usually better to communicate with a group concerning a change than to talk to its members individually

6 Empathy is one of the most important concepts in managing change

7 it’s a good idea to sell a change to the natural leader before trying to sell it to the others

8 If you are promoted to a management job, you should make the job different from what

it was under your predecessor

9 Bosses and subordinates should have an understanding regarding the kinds of changes that the subordinate can implement without getting prior approval from the boss

10 You should encourage your subordinates

The simple survey of determining needs will be mentioned at chapter 4 supporting

information

Setting objectives

After determining needs of training program GSF need to clarify what they want to gain after training program From the study of Kirkpatrick et al11 the objective of training program has

to answers these questions:

1 What results are we trying to accomplish? These results can be stated in such terms as production, quality, turnover, absenteeism, morale, sales, profits, and return on investment (ROI)

2 What behaviors are needed to accomplish these desired results?

3 What knowledge, skills, and attitudes are necessary to achieve the desired behaviors?

To improve training content

From theory written by Kirkpatrick et al 11, trainers should ask themselves the question, what topics should be presented to meet the needs and accomplish the objectives?

The answers to this question establish the topics to be covered Some modifications may

be necessary depending on the qualifications of the trainers who will present the program and on the training budget

According to Operation Manager, the training team has discussed about training content but they just stop at the subject of each class She thinks that training team should go further in details to finalize what will need to trained in one class In GSF, we have several classes with many content as: company background, brand knowledge, fashion trend, mix and match, sale skill, sale software system… Finalize the content in details will be useful to prepare training material which should be equipped for every sale staff Besides, clear content for each class will help trainer control the quantity knowledge their staff need to be get and avoid phenomenon of over- learning

There is the conflict between timeline and content of training as the interview with Operation Manager and sale staff Sometimes, the new staff who need to be get the basic

information of knowledge and skills do not be trained in the first working month The first information they get in the first months came from shop leader and they think it is not adequate compare to the training class in headquarter They think the official training material with basic knowledge will be good solution for the new one and good tool to remind the old one

Training Method

From the feedback of sale staff, some training class take a long time with huge

knowledge and without activities made them become boring They suggested that more game, more question and answer activities in class will make them more satisfy According to Kahn23the engagement will enhance job performance Besides, Macey et al24 the goals are extremely important for employee engagement because without purpose the engagement cannot occur Therefore, changing the way to train sale staff they should be have some reward to encourage their staff to join in training class

Kirkpatrick et al11 said that sometimes the instructor coordinates as well as teaches In other situations a coordinator does not do the teaching For those who coordinate and do not teach, there are two opposite approaches

To improve training material

Having official training material will solve a lot of problem of training in GFS Sale staff hop that they could remind themselves about necessary knowledge which is provided in basic material With basic material, the shop leader can be more self- confident to transfer information

to the new comer who have chance to join in training class

According to Operation Manager, official training material should be included company background, basic information of each brand (country, unique selling points), culture in stores as greeting, apologize, basic sale skills She think that they are working in retail fashion which will change quickly and require adaptation each member in seasonal Therefore, basic information will be equipped for each person and the trainer should update new trend of each season for trainee

Besides the material audiovisual aid plays important role to make an effective training program Kirkpatrick et al11 showed that an audiovisual aid has two purposes: to help the leader maintain interest and to communicate Some aids, hopefully only a few minutes long, are

designed to attract interest and entertain This is fine providingthey develop a positive climate for learning When renting or purchasing video tapes and packaged programs, we have to take care to preview them first to be sure that the benefits for the program outweigh the cost

The extent to which such aids should become the main feature of a program depends on the instructor’s knowledge and skills in developing his or her own subject content Some

organizations rely entirely on packaged programs because they have the budget but not the skills needed to develop and teach programs of their own Other training professionals rely primarily

on their own knowledge, skill, and materials, and rent or buy videos only as aids Some

organizations have a department that can make effective aids and provide the necessary

equipment Other organizations have to rent or buy them The important principle is that aids can

be an important part of an effective program Each organization should carefully make or buy the aids that will help it to maintain interest and communicate the message

Evaluating the program

Training evaluation plays an important role in training process because it will measure the effectiveness of training program, expense cost/benefit, improve content

Honeycutt et al 10 said there are four categories of evaluation: reaction, knowledge, attitude and result as the table below

Reaction Attitudes and Feeling Survey, Comment Sheets, Exit

Interview, Discussion Knowledge Principle, Facts, and

program and the benefit they get after

According to respondent after several interviews, they agree that good training will motivate sale staff, make them more confident Furthermore, they will more active to convince customer when they equipped good knowledge and skills Finally they believe in training is one

of the reason effect on their revenue

Besides solution mentioned above, Huong- Operation manager said that to avoid

subjective responses because of the personal relationship, they can use the service of agency who can help them to test sale staff in real case The agency will do the mission as the secret elevator who come to stores as customers and check all about knowledge, skill by question and

observation

2.2 Solution comparison

In short term : Determining needs to find setting objective and evaluating exist training program

There are many reasons to make the sale performance of ShooZ cannot be good as

expectation One of the causes can be listed is about training program of Golden Summer

company For more details, some elements effect on ineffective training in Golden Summer company come from: the contents of training, training methods, material and audiovisual aids, evaluation, trainer…

From these causes, it can be seen evaluation training effect more and become the reason

of the others reason Without evaluation, the company cannot determine which the deficiency in their training program is, what they need to improve, why their staff cannot become the good sale man as expectation After an effective training evaluation the organization, especially, Golden Summer Fashion Company can solve the problem come from training objective,

effectiveness of the trainer, training expense through cost/benefit, program content and

structure, majors points for the trainees

With the reasons above, although training program of Golden Summer Fashion company has a lot of improvement, evaluation should become the majority To have the best evaluation for training program, GFS should determine needs and clarify their objective first

In long-term: setting in details all parts of training program: determining needs, setting objective, contents, material, schedule, participant and method

In long-term, after find out what the company’s needs after training program and evaluate what they need to change, GSF have to improve or rebuilt all parts of training in details They need to restructure training program with specific content, material, schedule and participant for each class This will be a long time process which they need to evaluate update and improve many times

This thesis cannot go more details in content, material cause limited time and information about This thesis will focus on short-term solution to evaluate to find out the way to improve exist training program

CHAPTER 3 ACTION PLAN

To have best evaluation, training team will base on determine needs of company and clarify the

objective of training program

charge 3/2017-

4/2017

Determining needs Propose process to find

down what boss and staff need

Find out the needs in organization

Propose with timeline and questionnaire for survey

Training team

participant, customers

Admin

Analyze performance appraisal forms

Analysis Training team

4/2017-5/2017

Setting Objective Base on the needs of

organization, find out what result they want to archive after training program

(quality, turnover, absenteeism, morale, sales, profits, and return

on investment)

Clarify what they want to gain after training program

Discussing by all team and submit to boss

Training team

Find out what knowledge, skills, and attitudes are necessary to achieve result above

Discussing by all team and submit to

Survey Trainees will fill

in the form Trained observer to evaluate reaction level after training session (To avoid subjective