Developing sales training programs to promote a competitive advantage: linking corporate strategy with human resource development
| Pages | 181-198 |
| Date | 03 June 2014 |
| Published date | 03 June 2014 |
| DOI | https://doi.org/10.1108/SHR-03-2014-0025 |
| Author | Stanley C. Ross |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Developing sales training programs to
promote a competitive advantage: linking
corporate strategy with human resource
development
Stanley C. Ross
Stanley C Ross is an
Associate Professor at
Department of
Management, Ricciardi
College of Business,
Bridgewater State
University, Bridgewater,
Massachusetts, USA.
Abstract
Purpose –The purpose of this article is to provide a framework for any organization to follow in
designing training programs by describing a hypothetical sales training model linked to an
organization’s strategic focus. Training strategy shapes the type of training programs provided by
organizations. What influences an organization’s training strategy is important to understand if we are to
grasp the valuable role training plays in the long-term performance of the organization. Strategic focus
provides a framework for organizations to follow when creating specialized training programs. This
paper represents an initiative to help put in a broader and clearer context an organization’s strategic
focus from which training program initiatives originate. Furthermore, the paper examines how strategic
focus influences an organization’s decisions regarding the specific purposes, content and frequency of
training. The paper identifies and describes several important dimensions of the conceptual model, as
well as the interconnectedness among the dimensions.
Design/methodology/approach –This paper describes the link between sales training and an
organization’s strategic focus. The use of a conceptual model linking strategic focus with a training
program provides a “big picture” perspective showing the link between an organization’s vision and the
role training plays in helping to realize this vision. The conceptual model shows the cause and effect link
between the strategic focus and the development of training programs.
Findings –The model demonstrates how practitioners can move from a strategic, conceptual focus to
deliver a training program that represents the ability to implement strategic intent.
Practical implications –The conceptual model shows the cause and effect link between the strategic
focus and the development of training programs.
Originality/value –The value of this conceptual model is to demonstrate the ability to link strategy to
specific business activities associated with the implementation of strategy.
Keywords Strategy, Training
Paper type Conceptual paper
Training strategy shapes the type of training programs offered by any organization.
It is important to understand what influences an organization’s training strategy if we
are to understand the role training plays in the long-term performance of an
organization. Examples of causal factors include new technology, change in the corporate
strategy, changing customer needs, etc.
Unfortunately, many organizations fail to include training strategy and training programs as
part of an organization’s overall strategic focus. As a consequence, top management,
supervisors, trainers and trainees are disappointed with the impact training has on an
organization’s and individual’s performance (Anderson et al., 1977;Powers et al., 2010).
This study attempts to provide a framework for any organization to follow in designing
training programs by describing a hypothetical sales training model linked to an
organization’s strategic focus.
DOI 10.1108/SHR-03-2014-0025 VOL. 13 NO. 4/5 2014, pp. 181-198, © Emerald Group Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 181
Providing insight about the strategic role of training programs is important for several
reasons. First, training programs symbolize important firm-initiated initiatives that can
impact an organization’s financial performance because the trainees can perform more
effectively as a result of the training. Second, the article uses a conceptual model to provide
a “big picture” perspective showing the link between an organization’s vision of its future
and the role training plays in realizing this vision. To understand the strategic focus that
influences the development of training programs, the paper identifies and describes each
of the important dimensions of the conceptual model, as well as the interconnectedness
among the dimensions. Senior executives, human resource managers and management
consultants will benefit from a better understanding of the importance and value of a
training program that represents a strategic initiative that symbolizes an organization’s
attempt to achieve the organization’s strategic goals (McCauley and Wakefield, 2006).
To understand the role of training, we begin by examining the strategic context and how an
organization’s strategy influences human resource development, the relationship between
career planning and human resource development, and the importance of learning theory
in guiding the design of training programs. Developing relevant training programs linked to
the strategic focus enhances the effectiveness of the organization’s human resources and
ultimately the organization’s performance.
A customer service focus in sales training programs is essential because of the increasing
importance of effective customer service to the organization’s success and the primary role
of the sales team in providing effective customer service. Customer service is increasingly
important because successful customer service drives sales and can help the organization
achieve the strategic goals. Increasing the effectiveness of customer service requires
constant efforts to improve the knowledge and skills of the members of the sales team. The
significance of customer service to an organization is often demonstrated by its’ inclusion
within an organization’s corporate strategy. Functional strategies focus and combine the
efforts of individual units within an organization, which, in turn, support the organization’s
corporate strategy. The sales strategy is a functional strategy directly impacting the type of
training strategy selected. We need to incorporate an organization’s sales strategy within
the contextual model to provide a relevant model.
Implementation of an organization’s corporate and relevant functional strategies is
important to understand because effective implementation determines whether an
organization succeeds or fails in achieving the strategic goals (Attia et al., 2005).
Developing human resources is an integral part of an organization’s approach in
implementing the aforementioned strategies. Effective human resource management is
critical because of the role people play in during the strategy implementation process. As
part of the discussion about the strategy implementation stage of the conceptual model, we
will also examine how an organization creates a sales model that incorporates three
important processes. One process involves the selection of sales personnel; another is the
selling process (including a discussion of accompanying corporate policies that directly
and indirectly affect the sales process). The third process is the creation and
implementation of training programs. We discuss a specific model training program that
draws on several types of learning theories in the design of the program to illustrate the link
between strategy and training. The paper ends with a discussion of the importance of
‘‘Developing relevant training programs linked to the strategic
focus enhances the effectiveness of the organization’s
human resources and ultimately the organization’s
performance’’
PAGE 182 STRATEGIC HR REVIEW VOL. 13 NO. 4/5 2014
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