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Week Six Final Project: Training Program Plan

Kelley Cure-Anderson
AET/570
Dr. Gregory Dlabach
March 7, 2016

Week Six Final Project: Training Program Plan

Pat I: The Training Program Details
Training programs at Randstad Staffing are essential to new employees and developing
employees within the organization. Today, there are no training courses that exist for existing
managers, on how to lead other leaders. Leading leaders can be a challenge, especially for new
leaders. The new training program will be called Leaders Leading Leaders. This training
program will provide leaders with many essential leadership skills they will need as they either
enter this new adventure at work or if they are expanding their skills.
Scope of the Program and the Intended Audience
The scope of the Leaders Leading leaders course will be to ensure managers leave the
class with skills in coaching, motivating, leading, accountability, driving results, and relationship
building. Each of the intended skills will help managers to be successful in their role.
Leaders that lead other leaders will be required to take this course. The leaders must have
been in their role less than one year to attend this program. The age gap between participants
will be 20-70 years old. Leaders that may attend this course are the following: Operation
Managers, Area Vice Presidents, Regional Vice Presidents, Branch Managers, and Executive
Vice Presidents.
Program Goals and Objectives
Program Goals

Participants will demonstrate their ability to effectively coach for engagement and hold a
crucial conversation.

Participants will demonstrate their ability to hold managers accountable to performance

through a coaching conversation.

Participants will show the ability to drive results through coaching conversations.
Participants will show their ability to motivate others.
Participants will demonstrate their ability to build relationships through coaching for
engagement.

Program Objectives

Participants will conduct two final recorded role-plays in the 3-day workshop. One roleplay will demonstrate a coaching for engagement conversation with one of their

managers (employees).
o Demonstrate ability to build relationships
o Demonstrate Accountability and results driving
o Demonstrate driving results
Participants will complete and pass a final recorded role-play of a crucial conversation at

the 3-day workshop they attend in Atlanta with a struggling manager

o Demonstrate accountability
o Demonstrate goal setting
o Demonstrate leadership
o Demonstrate motivation
o Demonstrate results driving
o Demonstrate the ability to set SMART goals with their employee
Participants will create and share their final employee engagement plan at the 3-day
workshop.
o Engagement plan will demonstrate leadership, motivation, relationship building

with managers and management team, driving results, and team building.
Participants will be able to demonstrate leadership competencies by the time they attend
the 3-day workshop.
o Demonstrate by participating in class discussions, in coaching for engagement
conversation and in the crucial conversation.
Part II: Needs Analysis

A needs assessment was conducted to ensure there was a need for enhancing and building
leadership and coaching in managers that would be managing others. The three techniques that
were used in the needs assessment are the following:
1. Observations
2. Interviews
3. Group Sessions
Observations
After observing managers in action there was an apparent need for a program that would
teach these mangers how to have effective conversations with their direct reports. Observations
were done on 10 different tenured managers and 5 new managers within the different
departments throughout the organization. It was found that managers were unsure of how to
demonstrate coaching abilities in conversations with their employees. Managers struggled with
the difference between coaching and crucial conversations, therefore their interactions were not
as effective as they would like in driving business results.
Interviews
Interviews were held with 7 different managers from different departments throughout
the organization. There were also 7 interviews conducted of those same managers direct reports.
In the interviews it was found that managers were unsure of how to have effective coaching
conversations and how to use goal setting and coaching to drive business results. The interviews
with the mangers direct reports proved concerning as the employees felt they were not coached,
guided and held accountable in way they would expect from a manager. The needs assessment
interviews proved to be helpful in confirming managers struggle with coaching and goal setting

for success. The interview questions were a series of open-ended questions that focused on
leadership, motivation and the ability to coach.
Group Sessions
Group sessions consisted of groups of 6 managers, these groups sessions focused on the
managers ability to coach and have crucial conversations. In these sessions leaders were asked
to role-play pre-determined scenarios with a partner. Managers were given opportunity to
practice with their partner before role-playing in the group setting, one group at a time. These
role-plays were split, some did coaching for engagement and others did crucial conversations.
The group sessions showed that managers struggle with the difference between coaching and
crucial conversations and they were uncomfortable holding their teams accountable missing the
ability to set SMART goals.
It is clear that managers at Randstad Staffing need help and guidance on how to motivate
their teams, hold crucial conversations, conduct coaching for engagement sessions with their
team, and setting SMART goals with their employees. Throughout the interviews, observations
and group sessions, managers expressed interest in attending courses that would focus on their
development in these areas. The outlined training program is designed to address these areas of
development in leaders to ensure they are setting themselves and their teams up for success.
Part III: Budget
Thoughtful planning is required when determining a training programs budget. Although
training is always important to an organizations and employees success and development, the
training program has to fit into the companys financial objectives. Each year a budget is set for
training expenses so it is important that the training program fits into this budget. The need for

the training course is clear based on the needs analysis. According to Mahuron (2016) the
nationwide 2010 expenditure on training programs was $52.8 billion, with the average spent on
participants being $1,041 and an average budget of $234,850 for training programs. Below the
budget is written out as well as the specified income sources for the training program.
Item
Personnel

Cost per Item

Number

Program Director

$1000

Trainer

$1000

Support Staff
Fringe Benefits

$250

Program Director

$250

Trainer
External Staff

$250

$500

Outside

$200/per hour

2 interviewers

$4,000

Interviewer/Consultan

Total Cost of Item

$2,250

10 hours each

t
Materials
Office Materials

$150

Training Manual

$2.50 per participant

10 participants

WebEx Website (Use

$500

Course run 2x per

of)
Technical Support
WebEx

$700

year
$750

$750

Learning Support
Equipment
Computers

No cost

$0

Projector
Travel Expenses
Airfare

$350 per participant

Ground

$25 per participant

Transportation
Per Diem

20 participants per
year

$11,700

$25 per day per

participant

Hotel

$80 per night per

Facilities

participant 2 nights
Company owned, no
fee

$0

Camera

$0

$50

Flip Charts
Misc. Expenses

$50

Certificates
Marketing/Advertisin

$1.25 each
$2000

20 participants
Marketing externally

Supplies

g Expenses

$25

with flyers,
brochures, website
advertisement for
external. (Website is
already in place)
($1800) For internal
there will be an
article on
Workplace. ($200)

$2,000

Total Budget Cost per

year

$21,975
$1,098.75/per
participant

The following are the income estimates to cover the training program:
Income Item
Fee for Participant to be

Description
Fees for participants are

billed to participants

billed to each participants

Business Unit
Headquarters funds

Business Unit.
Headquarters sends funds

towards training program,

per participant, this is

income per participant

because the course allows the

Estimate
$500/Total: $10,000

$300/Total: $6,000

organization to promote and

Sales

grow from within.

Outside organizations,

2 participants per

including local small business session/Total $1000 per

group and local colleges are

participant $4,000

open to send two participants

per session to join and
Grants

complete the course.

There were no eligible grants

$0

Donations

for this program.

Donations came from local

$2,500 per year

leadership group, business

group. Since these classes

are opened to outside

participants, there is a small
donation made from the
Atlanta local business group.
Total Income

$22,500

The income estimates did end up being higher than the cost for the program, however it is
not always guaranteed that outside participants will attend the course.
Part IV: Staffing Plan
A staffing plan has been developed to ensure that this training program can be successful.
Within the staffing plan the required staff for success will have their role explained: skills,
responsibilities, required abilities and knowledge required for success. The time requirements of
the staff will be discussed, internal and external resources, any additional resources that may be
needed, a strategy to fill any gaps in resources and how staffs performance will be evaluated.
Role
Program Director

Required
Abilities/Skills
Ability to speak
and present in
public,
leadership,
coaching and
developing, sales,
ability to create
marketing and
advertising
material for
course
advertising
purposes.

Knowledge Level
1. 5-10 program
director
experience or
relevant
experience
2. Masters
Degree in
business,
education,
marketing, or
advertising.

Job Function
1. Marketing and
Advertising of
the program to
internal and
external
sources.
2. Monitoring,
coaching,
evaluating
trainers
performance
3. Leading
training
program
4. Reporting

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Trainer

Ability to speak
in front of lead
small groups,
ability to lead a
class through
topics required
using diverse
training methods,
Strong time
management
abilities and the
ability to stay on
task.

Support Staff

Very organized
and strong
attention to
detail, for strong
at time
management,
very confident
and proficient in
computers, the
ability to make
decisions that
will impact the
business,
available for
technical support
if needed.

1. Bachelors or
higher in
education or
business.
2. Minimum 3
years
experience in
training
3. Minimum of
two years
relevant
experience in
the field,
preferably at
Randstad or
in the staffing
field.
1. 3-5 years
relevant work
experience
2. Bachelors
degree
preferred.
3. Strong in
Microsoft
suite products
4. Proficient in
Google

course results to
Vice President
1. Lead online and
in-person
course
2. Program
evaluation

1. Set-up and
assist with
participant,
program
director and
trainer travel
accommodation
s
2. Scheduling
online and
classrooms
times
throughout the
class
3. Set-up of the
classroom for
in-person
training
4. Editing and
preparing
presentations
for training
program
5. Organizing
marketing

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Interviewer/Consultan Interviewers will

t
interview
managers in
current roles for
research, they
will then need to
compile the data
professionally
and present the
information back
to the Program
Director and
other stake
holders.
Technical Support
Provide over the
phone support
with all programs
needed for
training program,
have the ability to
make calls to
WebEx if issues
are persistent and
unable to be
resolved.
Training will be
done mostly over
the phone from
the Atlanta call
center.

1. From a
reputable
company,
from one of
Randstads
preferred
vendors
2. Experience
working with
staffing
companies a
plus

1. Currently
working for
Randstad in
Technical
Support
2. Experience
with WebEx,
or the know
in who to
contact with
issues
3. Proficient in
Microsoft
suite
4. 3-5 years
relevant work
experience

campaign with
external sources
1. Interview
candidates/man
agers for
research
2. Present
information and
research to
Program
Director

1. Support website
2. Support WebEx
3. Support for
projecting in the
in-person
session

Time Requirements
Time requirements are tight as there is one Program Director and one Trainer for the
course. This was designed this way as the course is small and only offered twice per year. The
time requirements of the Program Director will be the following: four months to prepare,

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research and market the training. The trainer will help to prepare and design the program, the
trainer will also have the four months invested before the program begins, and the support staff
will do the same. The program itself runs for 6 months, this will be the required time the
participants, director, trainer and support staff will be involved outside of the already allotted
time for development. Along with development there will be continuous improvement this will
take a total of one month after each session to review and make decisions on evaluation. The
interviewers will have six weeks to interview, host group sessions, observe, compile, and present
data to the Program Director. Technical support will spend their time in the call center as usual,
answering technical questions as needed.
Internal and External Resources
All of the internal resources are going to come from within the organization. This will
save money and time in the overall program. Internally there is already a technical support team
trained in these areas, there is a Program Director and a chosen trainer.
The only external resource need will be the consultants. Randstad already has a preferred
consultant team they use regularly for all project needs. Overall, this will save time and money as
this team is already acclimated with the business and ready to start when needed.
Additional Resources
The additional resources needed will be the venues and businesses that the director goes
to, to promote the program and the ability for outside businesses to attend the program. This will
take planning from support staff and research. There are already two businesses that have taken
part in Randstads training in the past.
Strategy to Fill any Resource Gaps

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Gaps in resources will be carefully monitored as it is hopeful that there will not be any.
The use of a Facebook page for the group will be utilized for questions/concerns that the
participants may have after class. The participants managers will also be used to fill gaps if
there is additional support needed.
Staff Performance Evaluations
Staff performance evaluations will be done by the Program Director. The staff that will
be evaluated particularly on this project is the trainer and support staff. The Program Director
will join calls and join some of the 3-day in-person training to observe and evaluate the trainer
and the work of the support staff. The director will have regular one on ones and progress
meeting and calls with the trainer to evaluate their success, sharing timely feedback. After the
course has ended the evaluation data will be collected and shared/discussed with the trainer and
support staff as part of their emulation as well.
Part V: Stakeholders
Stakeholder

Partnership Goal

Program Director

Strong management program,

more develop leaders in the
organization, successful
trainer and support staff.

Trainer

Develop stronger leaders,

changing managers
behaviors and increased
demand for courses.

Participants

Happier, more confident,

Ways to Build Support to

Produce Positive Impact on
Learning
Support the trainer with any
needs that they have,
following up on feedback and
continuous improvement of
the course to ensure success
of all the participants.
Gain feedback from
participants to measure
success and enjoyment of the
course. Ensuring an open
learning environment, being
open to feedback and sharing
feedback with the class.
Share thoughts, feedback and

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have a clear understanding of

leadership expectations and
goals, focused, and excited to
lead and develop their teams.

questions with their

managers. Practice with their
managers and direct reports
to ensure they are mastering
skills.
Participants Direct
Managers will be happier,
Support and follow-up with
Manager
have strong leadership skills
their participants after each
and more confident in their
session. Share any relevant
role.
feedback with Director when
needed. Encourage the
participant to be successful
and role-paly learnings.
Participants Direct Reports Better leadership, happier
Be willing to learn and to
employees, accountability for allow observations and new
results and goals.
style of feedback and
coaching. Being open to
share their feedback with the
participant.
Shareholders
Increased profit and lower
Be present in evaluation and
turnover within the
research presentations to offer
organization.
advice and support.
Randstad Staffing
Randstad as an organization
The organization will need to
will be looking for stronger
help fund the program as well
leadership, better results and
as provide support to the
more internal promotions
trainer and program director
External Sister Companies
Increased leadership results,
The program will need them
that will send participants
stronger relationship with
to send participants, help to
Randstad Staffing and
fund the program and
involvement in future training contribute to providing
programs
feedback to ensure success of
the program
Local Business and
Advertisement for their
Support and material to help
Leadership groups
group, more participation in
grow leaders and speak to the
(donators to the program)
their group from newly
leadership group to explain
developed leaders
what they are about and what
great leadership represents

Part VI: Communication Plan

Marketing Message

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Slogan: Leaders are: listening, education, attitude, development, enthusiasm, respect, and
success.
Logo:

Listening
Education
Attitude
Development
Enthusiasm
Respect
Success

Leaders Leading Leaders

Leaders are: listening, education, attitude, development, enthusiasm, respect, and success.
FACT SHEET
What is Leaders

Leaders will learn essential leadership skills which include but are not

Leading Leaders?

limited to: coaching, crucial conversations, motivation, leadership

skills, accountability, driving results, team management, and
relationship building for success. Leaders will leave the course more

Who should

confident in their team management and leadership abilities.

Ideally leaders that have been in their role less than one year will attend

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attend Leaders

the course. Examples of leaders that should attend the course are the

Leading Leaders?

following: Operations Managers, Area Vice Presidents, Regional Vice

When will the

Presidents, Branch Managers, and Executive Vice Presidents.

The first course will be held on May 2, 2016, there will be a second

program start?

course on November 7, 2016. Each course will run 6 months, with 1

hour bi-weekly calls via WebEx with Web Cams required. There will be
a 3-day workshop at Randstad staffings corporate office in Atlanta, GA,

Where does

this will be in October 2016 and April 2017.

Bi-Weekly 90 minute WebEx will take place from the participants office

Leaders Leading

computer, the 3-day workshop will take place at Randstad Staffings

Leaders take

corporate office in Atlanta, GA.

place?
How will the

The training course will be led by a Randstad certified trainer. The

training course be

training will involve individual and team projects on the bi-weekly calls

conducted?

and the in person 3-day workshop will be in person classroom training.

In the classroom training participants will have a very interactive
experience where they are required to pass two recorded role-plays and

Why is Leaders

a final assessment.
It is believed that leaders are only as good as their teams. With that

Leading Leaders

being said, leadership needs development and practice, Leaders

training needed?

Leading Leaders will help to teach and develop new and existing
leadership skills and qualities. Leaders will be stronger results and
accountability drivers, therefore they will lead successful teams that

Who to contact to

drive organizational success!

To learn more contact, Terri Smith, Program Director via email or

learn more:

phone: Terri.smith@randstadusa.com or 1-844-789-0123.

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Instructional Practices
According to Literacy.ca (2016) when teaching adult learners there are 7 principles to
consider:

Adults learning have to want to learn

Adult learners will only learn if they feel they need to learn what they are being taught
Adults learn by doing,
When focusing on problems or skills in learning, they must be realistic and relevant
Experience will affect learning
Adults learn better in informal environments
Adults want and need guidance in learning

Leaders Leading Leaders was developed under these principles. In order for this course to be
successful it was imperative to address these principles to ensure the curriculum matched a need.
It is believed that leaders, no matter how long they have been leaders, have skills that need to be
developed and nurtured, this program will address these. In order to have a positive impact on
learning the course has been developed to be very interactive and use real life examples to work
through. Leaders will collaborate with their classmates and will be required to participate to
ensure they each develop their leadership skills.
Promotional Channels and Materials
There will be various promotional channels involved to get the word out about Leaders
Leading Leaders. Since there are internal and external opportunities to take the course, that had
been considered as well when determining the promotional channels used. There will be internal
communication about the course via email to senior leaders and an article about the program,
including the fact sheet on Randstad Workplace. This course will also be introduced internally as

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a requirement for newly promoted leaders that are leading other leaders. This communication
will be communicated to the talent development and recruiting team so that it can be discussed
with senior leaders looking to promote their team.
Having this as a requirement for leaders being promoted to a position that requires them
to lead leaders is essential because the organization is looking for success and the only way that
is going to happen is if their leaders are given the skills required to lead successful teams, this
can be done through Leader Leading Leaders. By ensuring that the talent development and
recruiting team understand the requirements of this course and what it entails it will be easy
advertising for the course and it will ensure the word gets out to any senior leader promoting and
building their team.
For external candidates, the existing relationship with sister companies that would attend
the course will be used. The program director will be communicating via phone and email to
inform them of this new program. The fact sheet and other brochures will be posted at their
place of business with permission. The program director has been given the opportunity to speak
with senior leaders at these sister companies to discuss the program and to market the benefits
and expected results of the course.
Part VII: Program Evaluation
Program evaluation is essential to measuring the success of a program. Leaders Leading
Leaders is no exception to the need for program evaluation. The purpose of program evaluation
is to ensure that the programs meet their goals and objectives. When a program is evaluated the
results are used to share success stories of the program and to make any necessary changes to the
program to ensure success. The program goal is to develop leaders and teach them the skills they

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need to be successful in leading other leaders. The program evaluation will ensure this goal is
being met. The information from the evaluations will be used to develop the trainer and to
enhance the leadership program.
Who will be evaluating the Program?

Program Director will evaluate the programs success and the trainers success
Trainer will participate in evaluating programs and participants success

Evaluation methods, metrics, when data will be collected

According to Mindtools.com (2016) Kirkpatricks evaluation method includes four levels
of evaluation:
1. Level One: Reaction- this includes the participants reaction to the training
2. Level Two: Learning-this includes evaluations that measure the actual learning that
happen in the course, this can also involve evaluating the levels of skills the leaders had
before the course
3. Level Three: Behavior-this includes evaluating that an actual behavior change has
happened in the participants throughout and at the end of the course
4. Level Four: Result-here the actual results are evaluated, was their higher success rates of
leaders and their teams as a result of the training?
Level One: Reaction
The reaction of the learning will be evaluated by a survey and participant feedback
throughout the course. At the end of the training the participants will be given a survey that
addresses a number of topics to evaluate, the surveys will ask questions to determine the success
of the class, venue, training, and the trainer. Some example questions from the survey include:

How would you rate your overall experience in the course?

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Was the training worth your time?

What would you say are the strengths and weaknesses of the Leaders Leading Leaders

program?
How would you rate the venue and presentation style of the course?

Level Two: Learning

In order to evaluate the learning participants will participate in a leadership assessment
before they start the course and after the course is completed. These assessment will be the same
and they will measure leadership style, leadership qualities and leadership skills. The questions
will challenge them with real life leadership examples, where they are selecting how they would
handle a situation. Comparing this data will allow for evaluation of the success of the course,
which is focused on developing leadership qualities and skills. This evaluation will take place
before they attend the course and after, the last day of the course. After the course it will
expected that participants have an increased score of 10% or more.
Level Three: Behavior
To ensure the actual intended behaviors are developed in the participants, there will be
two recorded role-plays completed at the 3-day workshop in Atlanta. The participants will come
with real life coaching for engagement opportunities and a real life crucial conversation
opportunity. They will role-play with a partner while being recorded, they will also have an
audience of the instructor and their peers. After the role-play the recording will include their
trainer and peers giving them constructive and positive feedback from their role-play. The
trainer will evaluate whether or not the participants are able to use and apply the skills they have
learned throughout the course. This evaluation will provide the trainer and program director with
the feedback they need to determine if the material and activities are actually developing the

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skills required to be successful leaders. The role-play evaluation will be a pass or fail; if the
participant fails they will be able to repeat this part of the course within three months of the
courses end. The role-play will be over the phone rather than in person.
Level Four: Results
Lastly, the results will be measured to ensure leaders are applying and using the skills
they learned in the course. There will be a survey sent to the participants leaders to measure
their abilities to apply the leadership skills and lead their teams. This survey will share important
information about the participants and the success of the course. Along with the survey the
following will be evaluated:

Leadership promotions within 1 year of the program, this includes the participants and

their team
Team success will be measured, this will include team business results; looking for
increased sales (15% increase or more) and increased team activity (teams activity

should be 100% of goal for their site) and compliance (expected to 100%)
Individual participants performance review results (results 3.7 or higher)

The data from these participant and participants teams results will be collected from OAR
and SOAR reports monthly for 6 months to help determine the success of the course. It will be
expected that the categories discussed above improve.
In conclusion, Randstad Staffing is passionate about developing their leaders. Randstad
Staffing believes that strong leaders are the key to success, therefore this program was created to
ensure leaders are given the opportunity to develop their skills and be set up for success in
meeting organizational expectations of them and their team. Evaluation of programs success will

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be essential in determining if there is a need for enhancements and/or changes to the program, as
well as determining what the next steps are in further developing of leaders.

References
Literacy.ca (2016). Principles of Adult Learning. Retrieved on February 28, 2016 from
http://www.literacy.ca/professionals/professional-development-2/principles-of-adultlearning/
Mahuron, S. (2016). Elements of a Good Training Budget. Retrieved on February 15, 2016
from http://smallbusiness.chron.com/elements-good-training-budget-44855.html
Mindtools.com (2016). Kirkpatrick's Four-Level Training Evaluation Model.
Retrieved on February 28, 2016 from
https://www.mindtools.com/pages/article/kirkpatrick.htm

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