LIMRA公司 高级经理培训课程全套1（含讲义、幻灯、学员手册）--Trainers guide.doc

I/R Codes: 95.779951.00arketinganagementSERIESIMPROVINGPERFORMANCETrainers Guide12LIMRA supports and enhances the marketing functionsof its member insurance companies around the worldthrough original research, products, and services.The content of this book is based on the best information available to the author at the time of its publication. While the author has every reason to believe that this information is reliable, the reader is cautioned to seek advice and counsel from a qualified attorney and/or financial advisor before taking any actions based on the material in this book.Third Printing:April 19921996 LIMRA International, Inc.Hartford, Connecticut Printed in U.S.A.Copyright 1985Life Insurance Marketing and Research Association, Inc.Hartford, Connecticut Printed in U.S.A.No part of this publication may be reproduced in any formwithout the written permission of LIMRA International, Inc.Hartford, Connecticut 06141.Table of ContentsPageINTRODUCTION5UNIT 1 Productive Supervision14UNIT 2 Planning Effective Training24UNIT 3 Training in Action32UNIT 4 Continuous Development44UNIT 5 Influencing Productivity52INTRODUCTIONThis Trainers Guide is intended to help you monitor the performance of managers who are completing Improving Performance, a module of LIMRAs Marketing Management Series. Careful review and implementation of the thoughts and suggestions contained in this guide will help you ensure that each person gets the most out of this module.Throughout this guide, you are referred to as the “trainer”; the actual participant in the self-study program is referred to as the “manager.” Depending on the management development structure at your company, you may be a field officer, a member of the training staff, or the head of a field sales office. In turn, the person completing the module may be a manager, assistant manager, or supervisor.Overview of the Marketing Management SeriesThe Marketing Management Series is a self-study program designed to help managers improve fundamental skills in the major functions of a managers job that have been identified by LIMRA research:Staffing identifying, attracting, and selecting qualified individuals for open positions with the field sales office.Training instilling basic skills in new staff and providing continued development of all field sales office personnelPerformance management helping all field sales office staff set goals, work toward goals, and assess goal progress, and providing feedback to let staff know how they are progressing.Business management managing the field sales office goals and direction and taking the steps necessary to meet those goalsAgency development setting field sales office goals and direction and taking the steps necessary to meet those goals.Administration facilitating field sales office, producer, and client interest in communications with the home or head office.Sales assistance providing sales representatives with the tools and support they need to effectively do their jobs and meet client needs.These basic functions apply whether a manager is building a field sales office from scratch, maintaining an existing staff, or attempting to expand and increase the productivity of an established office.The Marketing Management Series modules address the major functions of the managers job:Recruiting for Results focuses on recruiting sources and techniques and on developing an ongoing recruiting system.Selecting for Success introduces managers to a comprehensive, proven, systematic selection process that, if implemented carefully and thoroughly, will lead to the selection of higher quality sales representatives.Improving Performance (this module) provides many practical ideas for improving the performance and productivity of sales representatives in the field sales office through effective training and supervision.Planning for Productivity provides managers with opportunities to develop fundamental skills such as planning, problem-solving, business and time management, as well as setting the stage for continued personal growth.Penetrating Your Markets provides managers with specific tools and techniques to identify existing and potential markets and to design a marketing plan.Each module stands alone as a separate and complete study program. Recruiting for Results, Selecting for Success, and Improving Performance build a solid foundation for sound management or to provide developmental skill-building in specific core management functions. Experienced managers will find that Planning for Productivity and Penetrating Your Markets will assist them.Improving Performance ModuleThis module presents a systematic approach to improving the performance of both new and established sales representatives. The four phases involved in improving performance are:Supervision. The 10 steps of the sales cycle form the basis for activity-based supervision of sales representatives. Setting acceptable performance standards for each activity of the job provides managers with a yardstick against which to measure individual performance on a continuing basis and to set future goals.Training. Comparing individual performance with the standards of the job enables managers to identify training needs. This diagnosis sets the stage for establishing training objectives, determining methods of reaching those objectives, and evaluating the results.Continuous Development. Coaching and counseling techniques enable managers to work with both new and experienced sales representatives to overcome performance deficiencies and to reinforce successful performance.Motivation. Managers dont motivate people; people motivate themselves. But, managers can play a key role in influencing motivation so that people want to reach for new achievements and greater productivity. The leadership skills of motivating, rewarding, and team-building play a vital role in building a successful sales force.The four phases involved in improving performance continuously recycle and the point at which the manager enters the cycle depends on the experience of individual sales representatives. For example, when working with new sales representatives, managers start with the standard training needed to get the individual started on the job and activity measures are based on general guidelines. With experienced sales representatives, however, the manager begins with a supervision interview during which mutually agreed-upon goals are set and developmental needs are determined through a careful performance appraisal. As sales representatives grow on the job, the managers continuous supervision encourages them to reach for new goals and provides them with the training and other assistance necessary to reach the new goals. At each stage, the manager must maintain an awareness of what is important to each sales representative, since the importance that people place on the factors influencing motivation also changes over time.Effective communications forms the foundation for each activity involved in improving performance, but the manager does not bear total responsibility for the communications process. Sales representatives must be willing to sit down with the manager and openly discuss concerns. The ability to achieve effective two-way communication has a direct impact on the ability to improve performance.The quantity and quality of work that managers should expect from the people reporting to them offer just one perspective. People being supervised should be able to expect competent and understanding supervision that respects communication and personal rights and that is impartial and considerate.The references throughout the module are on improving the performance of sales representatives, but wise managers will use these techniques to obtain top performance from other staff members as well.Improving Performance is a different type of study program from those that managers may have experienced before. It is designed to help them master essential supervisory, training, coaching, and counseling knowledge and skills, primarily through independent study. They are told in the introductory material that self-study alone, however, cannot lead to the mastery of many of the important skill areas explored in the module. Effective skill development requires the application of concepts through practice.The key to Improving Performance is an action-oriented workbook that incorporates:Study assignments dealing with basic principles and techniquesSelf-grading unit reviewsAction projects designed to build skillsA comprehensive review requiring an understanding of the module contentsManagers are reminded that all of the assignments should be completed conscientiously so that they can get the most from each unit. They are also told that they may find that their own company requires managers to follow certain policies that affect their decisions in a particular project. Before completing a project, they are encouraged to check company policies and procedures and to keep them in mind when working on that assignment.Finally, they are instructed to submit their completed projects to you for review and comment.Should you wish to provide a videotaped role-model for managers completing Improving Performance, LIMRAs Field Training The Difference in the Bottom Line demonstrates several of the individual and group training techniques discussed in the workbook.Your Role as a TrainerYour major responsibility is to be sure that managers complete each unit thoroughly and on schedule, and to review the projects associated with each unit.Depending on how your company is organized, your role as trainer fits into one of two categories field trainer or home office trainer. The best possible trainer for this study series is one located in the field sales office where the person completing the module works. This facilitates easy, face-to-face reviews of the projects. If the trainer is located in another office, this process requires telephone contact and correspondence.Field TrainerAs a trainer in the field sales office, your role is really divided into two major areas:Conduct an initial meeting with the manager to set the stage for the program. During this initial meeting, launch the program by providing a brief overview of it and developing the schedule for completing the various units. A copy of the schedule, called the Unit Progress Checklist, appears on page 9. Dates should be mutually agreed on. Typically, a unit could be completed every week or every two weeks. The Study Assignment and Unit Review can be completed rather quickly, but the projects require more thought and effort. Completion time will vary from person to person, but a good rule of thumb would be to schedule a review session every week or 10 days.At this initial meeting, ask that the projects be submitted to you a day or two before your review session. This will give you an opportunity to study them and to prepare your thoughts for the review session.Conduct review sessions. Following the detailed review session outlines included in this guide, discuss additional pertinent materials and review the key points in the unit just completed. Most important, review and discuss the completed projects for that unit. While there is no specific time limitation for review sessions, it would be difficult to conduct them thoroughly in less than 45 to 60 minutes.Head Office TrainerIf you are located in a head office location and the managers are located elsewhere, face-to-face meetings might be more difficult, but the projects can still be monitored. You should still:Conduct an initial meeting with the manager to set the stage for the program. During this initial meeting, launch the program by providing a brief overview of it and developing the schedule for completing the various units. A copy of the Unit Progress Checklist appears on page 9. Dates should be mutually agreed on. If a face-to-face meeting is not possible, these preliminary activities can be accomplished during a telephone conversation.Conduct review sessions. Ask the manager to submit the projects to you by mail at the conclusion of each unit. There is a Transmittal Form at the beginning of the projects in each unit of the managers workbook. A sample of the Transmittal Form is on page 10. Ask the manager to complete the top of the form as a cover page for the projects. You can then write your comments on the Transmittal Form and return the material to the manager.If possible, arrange at least one in-person meeting with the manager. This session will provide an opportunity to review the content for all units that the manager has completed and to review the various project assignments in depth. Since most, if not all, work will have been submitted through the mail prior to this point, the manager will probably have several questions for you and you will probably have some comments regarding the ideas suggested in the various projects.If you use the Marketing Management Series modules as the basis for a program combining home office seminars with individual study, a one-day seminar at the completion of a module will provide an opportunity for managers to discuss the course material with others who have completed the module and to share experiences. As a trainer, you will have an opportunity to clarify any units that have caused concern. The seminar agenda can include role-play sessions to build interviewing skills, reports on the results of using the new selection tools and techniques, plus a discussion of any problems that they encountered and the solutions that were developed. The seminar can also set the stage for completing the next module.Comprehensive ReviewIn addition to the review section in each unit, there is a Comprehensive Review at the end of the module. The questions in the Comprehensive Review require the manager to think about the knowledge and skills covered in the module and to demonstrate an understanding of the material. Ask the manager to send the completed review to you prior to your in-person review session. A Guide for the Critique of the Comprehensive Review in the Workbook is found at the end of this Trainers Guide.IMPROVING PERFORMANCEUnit Progress ChecklistNameLocationUnitDateDueDateCompletedDateReviewedEvaluation1.Productive Supervision2.Planning Effective Training3.Training in Action4.Continuous Development5.Influencing ProductivityCOMMENTS:IMPROVINGPERFORMANCETransmittal Form for Unit Number Name TitleAddressCityState or ProvinceZip or ZoneDate Unit DueDate SubmittedWhen you have finished this unit, send the completed projects with this transmittal form to the trainer designated by your company.(For Home or Head Office Use Only)Date ReceivedDate ReviewedDate ReturnedCommentsEvaluationSignatureOther RemarksBy (Signature)Date64Unit 1PRODUCTIVE SUPERVISIONUnit ObjectivesAt the completion of this unit, the manager should be able to:Discuss the guidelines for effective supervision.Identify six characteristics of successful supervision plans.Develop a job description with performance standards.Improve productivity through effective goal-setting.Establish measurable performance standards.Use records, personal observation, and interviews to evaluate individual performance.Recommend corrective action.Trainer PreparationReview Unit 1 of the Improving Performance workbookRead the material in Unit 1 of this trainers guide.Gather any materials that are part of your companys standard supervision process, such as job descriptions for sales representatives, performance appraisal forms, planning tools, and other supervision records.UNIT 1Outline ofStudy AssignmentI.Management Makes the DifferenceA.Effective supervision helps people to develop to their highest potential. Improved performance is measured by higher individual production and lower turnover.B.People must change themselves. The managers role is to encourage, accelerate, and facilitate the change process.C.Guidelines for effective supervision include:1.Base supervision on knowledge of the job.2.Provide objective supervision.3.Tailor supervision to the need.4.Provide continuous supervision.5.Establish common objectives.6.Make supervision available when it is needed.D.Characteristics of successful supervision plans:1.They are based on knowledge of the sales representatives and of the job being done.2.The diagnosis of a problem area is based on facts, not on opinion.3.The recommendations are made in specific terms, not in generalities.4.The manager proves to the sales representative that a situation exists that needs correcting and that the manager can help to correct it.5.Good supervision prevents as well as cures. The spark of failure is detected before it becomes a blaze.6.The manager is available, within reason, to give help when it is needed.II.Activity-Based SupervisionA.Financial services products are sold in a sequence of tasks that must be completed in a certain quantity and with a certain quality in order to produce the desired results.B.The 10 steps of the sales cycle form the basis of a job description for sales representatives.1.Prospecting2.Preapproach3.Approach4.Fact-finding5.Solution6.Presentation7.Close8.Sales follow-through9.Del