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Development Of Teams And Individuals

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1.Identify a learning and development need for your sales team or an individual within your sales team. You have to provide a report to your employer for approval.
2.Provide a report to your Manager on how you will monitor and evaluate the workplace learning.


Role and responsibilities

The sales team is responsible for tackling the needs and wants of the students. They will need to adapt according to the varying importance of the life cycle of NSW real estate training college. Every member of the team should get compensation in some way which will keep them motivated for the task. For NSW real estate training college the sales team will be assigned with closing deals and bringing in new students. They will also play the role of finding new members to keep a track on the task so that the finishing deals are paid attention (Kolb 2014).

Methods and tools

I will use job description and performance reviews as tools to assess the skill, knowledge and development needs. Using job description can analyze the duties to be performed by the individual and the knowledge required for it. It will also define the minimum qualification suitable for the job position. Performance reviews will help me to get information from my sales team regarding the development in performance and profession. It will let me identify the skill and knowledge lacking in the team and provide me an opportunity to initiate a learning plan for a year. I have seen that some member of my team will require training in a specific area and I will act accordingly (Renninger, Hidi and Krapp 2014).


Goals and objectives

With the success of this program the team will be able to- define the objective of the institute, explain the importance of their task, identify the tools and technique of their task, distinguish between the performance of the trainer and the trainees, distinguish between the objective and their activities, they will have a detailed knowledge and their contribution required for the institute and they will be able to improve their sale skills by enhancing the morale (Reigeluth 2013).

Learning style

Fig- learning styles

Source- Slavakis, Giannakis and Mateos 2014

There are seven different learning styles designed for the sales team-

  • Visual or spatial- Usage of images, pictures and photographs for better spatial understanding
  • Aural or auditory or musical- When the use of sound and music is preferred for learning program of the trainees
  • Verbal or linguistic- Use of linguistics or words while speaking or writing is preferable to make the learning program easy for the trainees
  • Physical or kinesthetic- Use of hands, body and a sense of touch to impart knowledge about the learning program
  • Logical or mathematical- When use of reasoning and logic is preferred for understanding
  • Social or interpersonal- Habit of learning in groups or with team members is the main criteria for sales people
  • Solitary or intrapersonal- When an individual is comfortable in working alone or finds convenience in self study rather than consulting with others (Steele et al. 2016).

Involvement of the team

I had taken up some steps to involve my sales team in the learning program. First I had made a set of members who will be included in the team. I had explained them the responsibility and expectation of the institute required from the team. I had used an agile technique to cope up with the challenges faced while working in a team. Online collaboration made it easier for me to associate all the team members in a discussion to avoid miscommunication. I had increased efficiency of the team by using inbuilt tool of online review.

Session plan  



Time frame


AUD 80

15 days


AUD 40

10 days


AUD 20

10 days

Special trainer

AUD 50

5 days


AUD 50

7 days


AUD 240



As the goals and objectives of the sales team of the institute are identified, they can be well related to the learning and development needs. The team members will be able to relate to the goals of the organization which will help them in getting an idea about their task. They will have a clear perception of their responsibility as in what they should do to increase the efficiency and productivity. If they have knowledge of the tools and technique of learning and development then they will be implement that on their task. With a proper training and guidance, the amount of mistake will be reduced which is better for the team. The motive of the sales team is to bring in students in the institute which will help in their progress. They are assigned with specific task and the roles are explained for the betterment of the students as well as NSW real estate training college. As a sales manager, it will be my success if my team can perform well.

2.Evaluation of performance

To monitor the performance of my team I will provide them with a questionnaire at the end of the training session which will help me to identify their performance and if there is any lack in the training session. They will also be provided with a daily observation checklist for keeping on the day- to- day update. The questionnaire will be created on the basis of the daily tracker. Based on the response from the questionnaire I will provide them feedback reports which will help in their self- assessment. This will increase the efficiency of the team as both the trainers and the trainee are aware of the components of the session (Phillips and Phillips 2016).


About feedback

I would like to get positive feedback from the respondents. If not then I will try to amend the required parts. Getting a positive feedback will help me to prepare positive report. Such feedback reports can be printed in the form of pamphlets or brochures that will help in the promotion of the institute. The sales team will also be motivated with a positive response. They will not find their work monotonous. Moreover, they will be encouraged to put extra effort in their task to build an image for themselves as well as for the institute. A good promotion about the institute will bring in more students which are the main objective of this real estate training college.  

Examples of feedback

The feedback questions that I will ask are as follows-

Was the training session effective for the team? Was the session appropriate for the task that the team is entitled to do? Was the trainer good enough for the session? Was the time allotted for the session sufficient? Were there proper equipments and learning styles used for the training? Is there any suggestion to improve the training suggestion?

The responses that will be received from these questions will be formed into a report that will be handed to the trainees as well as to the supervisors. In this way, if any changes are required that can be implemented in the future training strategies.  This will help the trainees to be more efficient in their assigned job of sales (Reigeluth 2013).


Modification of learning plan

If it is required to modify the learning plan then I will make small groups under specific trainers. This will be helpful because learning is made easy and proper in a smaller group compared to a crowd. There can be members in the group who might feel shy in raising a problem in the crowd and their question remains unanswered. In a small group, the trainer can give special attention to individual members which will result in a better performance of the team. The members will be well trained beforehand which will reduce the risk of committing mistake in the long run. Having well trained members is beneficial for the institute as it increases the productivity and performance. The members become self confident with vigorous training and they can face any kind of difficult situation that might come in the future.

Maintaining records

According to the organizational requirements, I will keep a soft copy for the individual trainees. The soft copy will be mailed to other supervisors too for a back up. The mail will be forwarded to the trainees too in order to keep them updated.


Feedback form

Was the goal and objective achieved after the training program?



Somewhat achieved

Was the training relevant to the task?



May be

Was the trainer efficient for the session?



May be

Was the time allotted for the session sufficient?



May be

Was there enough equipment in the training session?



May be

Do you have any suggestion?



If yes, what are the suggestions?

What did you like most about the training?

Why do think this training was required?

What have you gained from this training session



Hsiung, C.M., Luo, L.F. and Chung, H.C., 2014. Early identification of ineffective cooperative learning teams. Journal of Computer Assisted Learning, 30(6), pp.534-545.

Kim, J.K., Newton, D., LePine, J. and Nahrgang, J.D., 2016, January. Power of the Powerless: A Process Model of Power Seeking in Teams. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 17841). Academy of Management.

Kolb, D.A., 2014. Experiential learning: Experience as the source of learning and development. FT press.

Parke, M.R., Campbell, E.M. and Bartol, K.M., 2014, January. Setting the stage for virtual team development: Designing teams to foster knowledge sharing. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 17244). Academy of Management.

Phillips, J.J. and Phillips, P.P., 2016. Handbook of training evaluation and measurement methods. Routledge.

Reigeluth, C.M. ed., 2013. Instructional-design theories and models: A new paradigm of instructional theory (Vol. 2). Routledge.

Renninger, A., Hidi, S. and Krapp, A. eds., 2014. The role of interest in learning and development. Psychology Press.

Sawant, S., 2016. Essential E Learning Tools, Techniques and Open CourseWare for E Learners and Trainers. In Human Development and Interaction in the Age of Ubiquitous Technology (pp. 148-177). IGI Global.

Slavakis, K., Giannakis, G.B. and Mateos, G., 2014. Modeling and optimization for big data analytics:(statistical) learning tools for our era of data deluge. IEEE Signal Processing Magazine, 31(5), pp.18-31.

Steele, L.M., Mulhearn, T.J., Medeiros, K.E., Watts, L.L., Connelly, S. and Mumford, M.D., 2016. How do we know what works? A review and critique of current practices in ethics training evaluation. Accountability in research, 23(6), pp.319-350.


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