The Green Organization Has Contracted With You To Develop A

The Green Organization Has Contracted With You To Develop A Training P

The Green Organization has contracted with you to develop a training program for improving performance and effectiveness in their regional offices globally in the Real Estate Group. The Group accounts for over 10% of gross revenues to the organization, or around $500 Million. The organization is requesting a plan for how you will assess, analyze, synthesize, and evaluate progress in key performance objectives as to sales and customer service. The organization is expecting a minimum 15% increase in profitability as a result of increased performance. They leave the process and training approach up to you.

You must train the offices and all necessary staff. Consider this: Prepare a training summary to be presented to the executive leadership of the Real Estate Group in a closed door meeting. Identify key performance objectives. Identify a plan that addresses assessment, analysis, synthesis, and evaluation. Identify the cultural challenges of the offices in the US, China, Japan, London and Germany (choose 3) Identify potential threats or challenges to the plan.

Your plan (response) should be a minimum of 300 words. Be sure to utilize outside resources in order to back up your plan with data/theories that have proven to be a success. Be sure to respond to your classmates posts this week.

Paper For Above instruction

In addressing the challenge set forth by The Green Organization to enhance while increasing operational efficiency within their global Real Estate Group, a comprehensive strategic training plan must be designed. This plan should incorporate assessment, analysis, synthesis, and evaluation phases to measure performance improvements in sales and customer service, aiming for at least a 15% boost in profitability. The approach must be culturally sensitive, leveraging proven theories and data-driven methodologies.

Key Performance Objectives

The primary objectives include increasing sales conversion rates, improving customer satisfaction scores, reducing response times, and enhancing staff product knowledge. These core performance metrics are aligned with organizational profitability goals and customer retention strategies. Setting clear benchmarks allows for ongoing monitoring and accountability.

Assessment and Analysis

Initial assessment involves conducting 360-degree feedback, sales performance analytics, and customer satisfaction surveys across regions. Utilizing tools such as the Balanced Scorecard (Kaplan & Norton, 1992), managers can evaluate financial, customer, internal process, and learning metrics. Data analysis will identify performance gaps, skill deficiencies, and regional variations, especially within U.S., Chinese, and Japanese offices, which represent diverse cultural paradigms and operational practices.

Synthesis and Training Approach

Based on assessment data, tailored training modules will be developed addressing sales techniques, customer relationship management, and cultural competence. Implementing blended learning models—combining e-learning, workshops, and coaching—facilitates flexible, scalable training. Incorporating models like Hofstede's Cultural Dimensions (Hofstede, 2001), training programs will be customized to account for cultural differences such as collectivism versus individualism, power distance, and uncertainty avoidance. For example, Japanese offices may require emphasis on harmony and group consensus, whereas U.S. offices may focus on individual initiative.

Evaluation and Continuous Improvement

Evaluation will be ongoing through Key Performance Indicators (KPIs), post-training assessments, and customer feedback. Regular review meetings will ensure that training outcomes translate into performance improvements. Additionally, using the Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2006), the effectiveness of training will be measured at multiple levels, from reaction to business results.

Cultural Challenges and Threats

Specific cultural challenges include language barriers, differing attitudes toward authority, and varied negotiation styles. For example, in China, collectivism influences decision-making, while in Germany, direct communication is preferred. These differences can hinder uniform training implementation. Potential threats include resistance to change, inconsistent management support, and organizational silos, which may impede the desired profitability and performance improvements.

In conclusion, the proposed plan combines data-driven assessments, culturally tailored training, and continuous evaluation to achieve the organization’s performance and profitability goals while navigating cultural complexities and potential threats effectively.

References

• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels. Berrett-Koehler Publishers.
• Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
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• Noe, R. A. (2017). Employee Training & Development. McGraw-Hill Education.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Thomas, D. C. (2008). Cross-Cultural Management: Essential Concepts. Sage Publications.
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