1

THE TOTAL CUSTOMER

EXPERIENCE (TCE) Training Module – FY 2011

2

Best Buy Total Customer Experience (TCE)

Training Module

Created by Douglas Trovinger Store #0169 – Knoxville, TN

Human Resource Management 535

Applied Training & Learning Development

April 1, 2010

3

Table of Contents

Part One: Project Limitations / Restrictions Confidentiality Statement

Part Two: Front Matter Introduction

Part Three: Core Materials for the Training Module Needs Analysis

o Organizational Analysis o Personal Analysis o Incorporation into Overall 2011 FY Strategic Plan

Designing the Training Module o Introduction o Organizational Constraints & Goals o Learning Objectives o Content Analysis o Instructional Resources Used o Assessment of Learning Potential o Tentative Budget for Module Design

Part Four: Implementation of the Training Module Tentative Schedule of Training Module

o Meeting #1A – Introduction / Presentation o Meeting #1B – Personal Observation / Review With Associates o Meeting #1C – Post-Training Presentation and Review

Training Facilities Special Arrangements Needs Analysis of Persons Involved

o Instructors & Personnel Staff o Evaluations Conducted

Part Five: Evaluation of the Training Module Evaluation Objectives Strategy and Design of the Evaluation Process Materials & Equipment Need To Evaluate The Training

o Pre-course survey o Observations & One-On-One Training o Post-course survey o Recommendations For Future Training Needs

4

Appendix A: Supplemental Materials / Evaluation Documents • PowerPoint Presentation Slides – Session #1 • Keys To Success – Computer Sheet Example (Sample #1) • New Computer PC Sheet Example – Without TCE (Sample #1) • New Computer PC Sheet Example – With TCE (Sample #2) • Tip Sheet – Front End Checkouts / Customer Service • Evaluation Form – All Associates • Evaluation Tracker – Front End Checkouts / Customer Service • Certification Examination – All Associates • Feedback Survey – Course • Course Presentation – HRM 535

5

PART ONE - INTRODUCTION

Confidentiality Statement

The purpose of the training module is to serve two purposes. The first and most important purpose is an exercise that is part of a course on applied training and learning development which is offered at the University of Tennessee – Knoxville campus. The College of Business Administration currently offers the course (as of January 2010) as a part of numerous courses that assist students in achieve master’s degrees such as Master’s of Business Administration (MBA), Masters of Accountancy, etc. The course requirement and presentation will show how the training module was created and what tools were used in order to accomplish the goal. Selected developed materials may be shown to the professor and other Best Buy associates but are purely for factual and academic use until noted otherwise. The second purpose of the training is to assist Best Buy, Inc. to assist team members in providing the best consumer experience to each and every customer that walks through the front doors. Information that is used to develop materials that may be included in the training module is only in a draft format unless noted otherwise. Suggestions are always welcome for improvements on the training module. The intended purpose is for at least four (4) to six (6) hours of total instruction. Questions related to any portion of the training module guide published may be submitted to the following person via the contact information below. Thank you for taking the time to review and enjoy this exciting learning experience:

Douglas Trovinger Sales Associate – Store #0169 (Knoxville, TN)

301 Lippencott Street Apt. 722

Knoxville, TN 37920

Phone: (304) 906-8326

E-Mail: doug.trovinger@gmail.com

This confidentially notice has been created and drafted on Wednesday, February 24, 2010. Information in the packet will be available for review Thursday, April 1st, 2010.

6

PART TWO – FRONT MATTER Introduction

Best Buy has been around since 1966 and has evolved from a small record store in Minnesota into the largest consumer electronics store in the world. With several thousand locations nationwide and more added each year, they continue to exceed customer’s expectations each time they walk through the front doors.

As time has evolved, so have the customer’s needs and expectations for the best shopping experience possible. The purpose of this training model is to equip sales associates (SA’s) with knowledge in providing the customer with a total shopping experience the first time, every time. One of the biggest concerns of that plagues shoppers after they purchase goods from a store is that they forget to get additional products that they would need once they got back home. For example, if someone purchased a washer and dryer set, they may need towels, detergent, or a warranty protection plan so that if either of the pair malfunctions, they can get it repaired for little or no cost.

The financial opportunity and customer satisfaction rate for Best Buy can be increased dramatically through the use of the total customer experience. Spending an additional minute or two with the customer to guide them in the right direction for procuring additional items they may otherwise get elsewhere is a win-win for all concerned.

With this module, anyone that comes into contact with a customer should participate in this training module. Management, supervisors, and other key personnel should assist in the enforcement and guidance of the techniques shown in addition to already successful methods such as TRUST and EPIC. For more information on these two concepts, please see the materials included in this package.

For the purpose of the assignment, the author will be working with the management team from Store #0169 – Knoxville, TN. Specifically, Tony Shirley, Department Manager for Personal Computing and Home Office (PCHO) will be the main point of contact as the assignment and module is completed. Training materials that are produced now and in the future are intended to be available online through the Best Buy Learning Lounge and also in paper format locally within the store. The course will feature various learning methods and will include: self-study, group breakout sessions with other departments and within the associate’s prospective department, role-playing, an online examination with a minimum passing score of 90%, and other methods to be determined. A feedback survey will be recommended to persons taking the course so that it can be the best training module possible for all concerned.

7

PART THREE CORE MATERIALS FOR THE TRAINING MODULE

Needs Analysis A needs analysis is a review of performance issues and opportunities that companies can modify and correct through the use of training modules and other learning methods. This type of analysis is done at two levels: an organizational analysis and a personal analysis. These careful examinations review what is working well and what is not working well in order to invoke positive change in the workplace. With the focus being on the total customer experience (TCE), there is great potential for the store and company to impact customers, associates, and shareholders with the use of some or all of the suggested training methods in this module. Note that the needs analysis is only a review of potential weaknesses and opportunities and not necessarily an explanation of the solution. This will come in a later phase of the training module. Organizational Analysis The organization as a whole is great at selling the core product to a customer. Whether it is a computer, vacuum cleaner, a washer and dryer, television, etc., we can claim that we are the best in the electronics retail industry doing this; however, enormous opportunities await us with supplemental products, accessories, and product protection plans (i.e. Geek Squad Black Tie Protection). While we may be capitalizing on generating sufficient amounts of revenue, our gross margin dollars and net operating profit are lacking. This is contributed to the inconsistent use of attempting to provide the customer with the total customer experience (TCE). The customers that may benefit from the solution are also somewhat upset as they have to make extra trips to the store to get other items and services that they could have received the first time around. While this is a benefit that we see a customer a second (or third) time shortly after the initial point of contact and sale, they commonly go straight to the area(s) they need to go, pick their items, and then head towards the front checkouts to complete their additional purchase. This is a concern because it shows that we are not effectively using TRUST and EPIC to assist the customer in the best way possible the first time, every time. In conclusion, we as a company have an enormous opportunity to not only strengthen our financials in a time of need but also provide even better service to the millions of customers that walk through our doors on a daily basis.

8

Personal Analysis Being a sales associate in the Personal Computing and Home Office (PCHO) department for nearly six months, I have been blessed to have a great supervisor and staff to assist me in trying to reach my maximum potential. However, even with a great management team, there are still many concerns that should be addressed when related to the TCE. This portion of the analysis is more of a detailed viewpoint from the sales floor perspective. As I attempt to use the initiatives of TRUST and EPIC in each and every customer that I come in contact with, I notice some potential concerns that should be addressed with this training. While each sales associate on the floor has their own style of selling, there are often many times that customers grab their merchandise and head right for the checkout. While the purpose of this observation is not to pit blame on any single person or entity, this is a point that I felt would be important to emphasize as part of achieving TCE. While we do our best to help each and every customer and take the time necessary to ensure that they are getting the right product the first time, everytime, there are often times where customers are not assisted. The second point that I would like to emphasize is where we have the greatest opportunity and is the foundation of the training module. The best example that I can use will focus on the PCHO department at the store I work in. When sales associates are working with customers one-on-one with their purchase, it is frequently seen that they just talk about the core product. Once they converse with the customer about the core product, associates may talk to them about the Geek Squad Black Tie Protection (GSBTP), financing options, or other services that may be available. However, additional conversation about accessories or other items that customers may need now or in the near future are usually not mentioned. This is not only a huge performance gap issue but also a huge opportunity to increase gross margin dollars and net operating profit. It should be said that what happens in the second point mentioned in the personal analysis occurs on a daily basis. It is a great opportunity for the company to achieve their goal of providing the customer the best service experience in the industry while ensuring that they receive everything they need. This can be done through the various methods mentioned later on in this module but also through the consistent use of TRUST and EPIC in each and every customer contact.

9

Incorporation in the 2011 FY Strategic Plan A needs analysis is one of a number of tools that management and inspiring individuals can use in order to achieve the goals that are laid out in a yearly strategic plan. Needs analyses are not designed to try to single out specific persons, departments, stores, districts, regions, etc. Rather, they are designed to show weaknesses and areas of opportunity that can be corrected through the use of training. For the purpose of the TCE training module, the needs analysis information was gathered through personal experiences and observations over the time that I have worked at my current store. This includes personal interactions with management and immediate supervisors, and associates that I work with.

Figure 3-1: Best Buy Brands – Graphic from http://www.bby.com (3/28/2010)

10

Designing the Training Module Designing the training module is the most important step in the overall process of creating training materials for an organization. While each and every step of the training module is critically important to the overall success of assisting associates learning new concepts, careful attention must be taken here. In this section, there are several tasks that need to be completed in order to get closer to the goal of having a complete training module. The to-do list in this section includes: Organizational Constraints & Goals Learning Objectives Content Analysis Instructional Resources Used Assessment of Learning Potential Tentative Budget for Module Design.

The six sections mentioned above are important to the overall design of the

training module because without these tasks being completed, this review is just an analysis of what can be improved.

Organizational Constraints & Goals

Goals of most training modules only benefit one or two sets of people. However, in the case with the TCE training module, there are three groups that will benefit with the use of this training. First, the most important group of course is the customer. With the use of this training, the customer will be able to benefit by receiving additional knowledge and information on auxiliary products and services that they should get with their purchase. By doing this, they will place stronger trust in the Best Buy brand and pass the word on to their friends, family, etc.

Secondly, associates will benefit just as much for several reasons. First, they will be able to receive relevant and important knowledge to make their job more meaningful. It also assists them in providing the customer a more complete shopping experience. With the use of TRUST and EPIC, this is a powerful trio. Thirdly, it will also show how using this training can lead to the potential for Blue Crew Bucks. Finally, the associates will be able to work with their direct supervisors on how they can improve their techniques to provide the best customer service possible.

The third group that will benefit from the training is the shareholders of the company. While this is noted as a separate company for the purpose of benefits, a majority of the associates are in fact shareholders as well. However, for explanatory purposes, keeping them separate is important. Shareholders will benefit through the use of the training by increased profit margins, dividends, and stock price. For the cost of creating the training module (as mentioned towards the end of this section) versus the potential benefits, shareholders will be fully supportive of the idea.

11

Listed below is a pictorial view of the beneficiaries of the Total Customer Experience (TCE) training module:

Figure 3-2: Total Customer Experience Training Module Beneficiaries

Learning Objectives The task of creating learning objectives for the training module is the second step in the design process when creating a lesson for associates to use. In this section, I will go over some of the tasks that associates will learn once they have taken the module. Each one of the learning objectives will be explained in some detail as to why this is an important point they should take away from the lesson. Objective #1 – The Reality of the Situation Before I explain why this should be the primary learning objective of the lesson plan, it is important to look back briefly at the needs analysis that was conducted just a few short pages ago. Since one of the biggest concerns is not actively providing the total shopping experience for the customer, what are the consequences of this happening? This objective emphasizes the potential revenues, gross margin dollars, profits, etc. that we are losing by not employing this method to the fullest extent. It is meant to be an eye-opener per se and not a put-down on the associate. Objective #2 – Explanation of the Total Customer Experience (TCE) This second objective is to describe in detail what the total customer experience is and why it is important to do it each time we interact with a customer.

Total Customer Experience

Training Module

Customers

Shareholders Associates

12

In this section, the definition of the TCE will be given and specific examples from various departments in the store will be used and how it applies to the shopping experience. This is the ‘meat’ of the training module per se since this is the reason behind the training module. Objective #3 – Benefits of the TCE Armed with a definition of what the TCE is and how it is applied to various situations, I feel that the benefits of using the plan is the next step to take in the training module. When creating a training module, it is important to show why they are doing it and what some of the positive results they can get from it are. In this section, as mentioned previously, the three groups will be emphasized as the beneficiaries. Objective #4 – Application to Store The fourth objective is to show some of the ways it can be applied in the sales presentation process. A few examples will be shown with a before and after scenario. Some of the locations emphasized may include the Computer department, Digital Imaging (DI), Home Theater, and the front checkouts. Numerical data that is presented in the module will be estimated based on the time the material is presented. The key here is to show that it does make a positive difference and is not just another ‘procedure.’ Objective #5 – Knowledge Growth The fifth objective is to test and see if the information that is presented helpful in the overall process. Several knowledge checks will be presented throughout the online version of the training module to assist the associate in retaining the material. A quiz that is at the end of the module will consist of at least 10 questions and would require a passing score of 80% in order to complete the training module. Feedback will be welcome like other training modules to improve future editions. Content Analysis Data that is used for the training module will come from several diverse sources in order to provide the maximum benefit to the associates taking the course. The most confidential source of data will be statistical reviews of business transactions that are a basis for some key talking points in the module. For example, the basket percentage is a measure that shows how many core product transactions are ‘attached’ with an additional product or service. Revenue data may also be used to show the potential financial benefit of using the training module. Thirdly, general interactions with associates from all levels and management will be a key component in compiling the data needed for the module. Fourthly, customer surveys can also be an additional source of data that can be used to find training opportunities related to the module. Finally, conversations with other stores in the region or district can shed

13

additional light in providing the best training possible. As you can see, there are numerous sources of data that will be incorporated into the training module. Module Outline & Content Review In this subsection, I want to explain in a little bit of detail what will exactly be covered in the training module. The best way that I found to do this is in an outline format. Since there is going to be multiple methods of training, I wanted to split it up into two outlines. Since one relies on the other, there will be numerous similarities. Also, much like a road map, this is an easy way to show the flow of a training module:

14

Best Buy Training Module #0169-001A The Total Customer Experience (TCE)

Training Module Outline – Online Version

Online Course Outline (Approximately 40 minutes – 1 hour):

1. Welcome Screen 2. Introductory Screen / Course Objectives 3. Reality of the Situation

a. Company Impact b. Customer Impact c. Associate Impact d. Why Is It Important?

4. Explanation of the TCE a. Purpose of the Method & Why It Is Important b. Example #1 – Personal Computing / Home Office (PCHO) c. Example #2 – Appliances d. Example #3 – Home Theater

5. Knowledge Check #1 – 3-4 questions relating to first half of module. 6. Benefits of the TCE

a. Customer Benefits b. Associate Benefits c. Company Benefits

7. Application to Store a. Example #1 – Digital Imaging (DI)

i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

b. Example #2 – GPS / Mobile Electronics i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

c. Example #3 – Front Checkouts i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

8. Knowledge Check #2 – Matching Exercise. 9. Conclusion of Training Module. 10. Training Module Quiz – Must have 80% score to pass.

Additional Materials Available (Approx. 2 – 5 hours, including coaching):

- Summary Sheet of Training Module - Handout for TCE Best Practices - Observation Sheet for Supervisors / Management

15

Best Buy Training Module #0169-001B The Total Customer Experience (TCE)

Training Module Outline – Live Meeting Setting

Live Presentation via Store Meeting / Team Meeting, etc. (Approx. 1-2 hours):

1. Introduction / Course Objectives / Handout Given For Meeting 2. Reality of the Situation

a. Company Impact b. Customer Impact c. Associate Impact d. Why Is It Important?

3. Explanation of the TCE a. Purpose of the Method & Why It Is Important b. Example #1 – Personal Computing / Home Office (PCHO) c. Example #2 – Appliances d. Example #3 – Home Theater

4. Benefits of the TCE a. Customer Benefits b. Associate Benefits c. Company Benefits

5. Application to Store a. Example #1 – Digital Imaging (DI)

i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

b. Example #2 – GPS / Mobile Electronics i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

c. Example #3 – Front Checkouts i. Before the use of the Total Customer Experience (TCE) ii. After the use of the Total Customer Experience (TCE)

6. Conclusion of Training Module. 7. Selected Role Play Opportunities (Two or three pairs of associates going

through the process). a. Feedback from other associates / management and staff. b. Coaching opportunities & explanation.

8. Conclusions, Question & Answer Session; Feedback recommendations. 9. Handout summary sheet(s) of training module, best practices, and sample

observation sheet. 10. Conclusion of Training Session.

Additional Materials Available (Approx. 2 – 3 hours, including coaching):

16

- Summary Sheet of Training Module - Handout for TCE Best Practices - Observation Sheet for Supervisors / Management

Note: Red lettering indicates an interactive opportunity within the online module or with other associates.

17

One thing to note with the two mentioned methods to conduct the training is that there will be interactivity between all associates and associates that will complete the training. This training will be a mandatory training session with no exceptions to the rule. The observation sheet that will be used is to augment the training materials and to also show progress from the initial observation to future observations that are conducted. Instructional Resources Used There will be a number of tools used in order to achieve the goal of providing a high quality training product to all involved. Since there will be numerous examples of customer interaction, various associates will become ‘customers’ to demonstrate the training objectives listed. For this purpose, there are several types of equipment that will need to be used in order to complete this goal. This may include the use of a camcorder, camera, microphone (or alternately a boom mic – a microphone on a stick), and other audio visual equipment. Additionally, computers with the capability to have Microsoft products (Word, Excel, and PowerPoint) and Adobe Reader 8.0 or higher will be required as well. For the purpose of presenting the presentation and other audio-visual aids, there will need to be a projector and screen that is in a room that has good lighting but few or no windows if possible. In the two stores that we have here in the area, they both are located in centralized rooms where there are no windows, a projector, and other equipment needed for the presentation. As for the production of any audio-related equipment, we can borrow or use this to help promote the products we sell and therefore, the cost will be very low. Associates that participate will be paid their prevailing wage but may get additional perks for helping out as well. See the budget section for more information. Learning Assessments The learning assessment is the most important part of the design phase that I feel will be the determining factor of if the training is successful or not. Each person will be evaluated three (3) times minimum in a live environment when they are talking with customers per calendar week. Once they have been observed, they will be pulled off to the side to determine what went right and what can be improved. This is strictly dependent on the availability of the associate(s) being observed and if there are no other customers that need assisted at the time. Since the customers are the first priority, they will be taken care of first and foremost. With the review, they will be walked through each section of the sheet by a member of management or supervision. Upon completion of the review, they will have a chance to reflect on the experience with the customer and offer feedback on the situation. Persons that get an Above Average or Excellent rating will be entered in a drawing to win a set of prizes to be given away at the end of each fiscal month. The minimum goal for observations will be at least 12 per associate per calendar month. Departments will also compete between each other within the store and District if the training is presented outside of the store. The prize budget will be factored in to the training for

18

the first six (6) months of the program as this will be a trail period for the pilot training project. The goal of the learning assessment is to determine whether or not the associates are using the training to benefit themselves and the customer. Additionally, the assessments will attempt to prove that the training has a direct correlation with increases in various key metrics in the store (i.e. gross margin, net operating profit, etc.). Finally, the training will be incorporated into the overall coaching sessions that the supervisors and managers will give to associates on a monthly basis. This extra enhancement is to attempt to paint a clearer picture on an otherwise grey area for performance reviews. While there are a number of evaluations that do take place, the total customer experience is one that is difficult to interpret on the performance review and is usually not given much weight versus other areas of concern. Hopefully with this training, this will not be the case. Tentative Budget for the Training Session Listed on the next page is an estimated budget for the training session. The goal with is to show approximately how much will needed to be spent in order to create the module. Note that the dollar estimates are subject to change and are reflective as of the date this is being presented.

19

Best Buy Training Modules Tentative Budget for Training Module Development

Cost Item Amount Requested Labor Cost for All Faucets of Training Process:* $3500.00 (* Includes fixed & variable labor of all associates). Management Salary Dedication to Training Process**: $1500.00 (** Dedicated salary amount to assisting / sponsoring training). Audio / Visual Equipment Usage Allowance $1000.00 (Usage of various A/V tools – cameras, mics, etc.). Electrical Usage Allowance $250.00 (Will need power supplies, surge protectors, and other equip. For doing videotaping – if applicable). Office Materials & Supplies $500.00 (Paper, pens, toner, printer supplies, folders, etc.). Food & Beverage Expenses $500.00 (Storewide appreciation meal for training launch – cookout style). Unforeseen Additional Expenses $750.00 Total Estimated Expenses for the Training Module: $8000.00

Beneficial Goals to Training

It is projected that the additional increase revenue from the training will be the following over a six (6) month training period: 0 – 30 days (1st Month): +$15,000 Revenue +2.00% NOP 31- 60 days (2nd Month): +$20,000 Revenue +2.25% NOP 61 – 90 days (3rd Month): +$25,000 Revenue +2.50% NOP Months 4, 5, & 6: +$30,000 Revenue +2.75% NOP

Goal is to have the training expenses to be paid off within 30 days of launch

when compared to revenue; 45 days when compared to NOP. While the total above may be a conservative estimate, there are three factors to take into consideration which can positively benefit this estimate. First, a majority of the equipment that we have in stock can be used to create the training module. Since the equipment is in-house per se, this drastically reduces the amount of expenses needing to be spent on audio/visual equipment. Secondly, from past

20

experience, most people do not take into account management salaries in the overall cost of the training. Since there will most likely be a sponsor of the training, I felt it would be wise to place some of their salary in the cost structure as they are working on it in some way too. Finally, you always want to have unforeseen additional expenses in a project. This is also known as fluff but is important to have. For example, with the shortage of tomatoes in the nation, the price to get said item for a cookout will be much higher per pound. Thus, one must take that into account when trying to determine the overall estimated cost. Additional examples may be the higher cost of toner and paper, more personnel costs, etc. One other topic that should be mentioned is the payback period. Shareholders and managers alike will want to know how long it will take to pay off the expenses that are being accrued to create the training module. For the purpose of the one proposed in this training packet, it is hopeful that this will be paid off in less than 30 days when compared to revenue. While revenue is only one side of the coin, an additional goal of 45 days is also selected when compared to the net operating profit (NOP) that would be achieved from the additional products sold. If a training module is being developed in a service industry, this is easily calculated since the statistics that are being used are readily available. Conclusion The design phase of the project is by far one of the most challenging phases of the project. Factoring in the overall goals of the company and department is the first important step in the process. Next, what are the learning objectives that an associate or associate needs to learn? Once you have these down, one need to examine what content will be covered and how it will be covered. After that, how are you going to do the training? Will be through the use of a computer, audio and visual aids, presentations, or more? Finally, assessing the learning developments that persons have once they have taken the training is also extremely important. Having a sufficient budget in place to ensure that this is all done without breaking the bank is a way to cap off the section and provide a total customer experience to the associates that receive the training.

21

PART FOUR IMPLEMENTATION OF THE TRAINING PROGRAM

This section of the training module focuses on the application of the training materials that was designed and recommended earlier in the paper. Persons that are given the training will expect high standards when they are given a training presentation. Over the next few pages, I will go through the process of explaining how and why I chose to go with the format that is recommended for this training topic. An important note that should be taken from this section is that this is only for a very limited amount of time. As time progresses, so do the needs of the associates, trainers, and of course the company. Since the business world is always in a constant state of flux, it is best to keep the training fresh, up to date, and as closely related to the needs of the company as possible. Tentative Schedule for the Training Module The training program will be given in three key pieces. After much consideration and conversations of various associates in the store, it was better to go with this structure than just one day of training. Listed below is the structure of the training module and further details follows immediately after this: Date Module Piece Presented Time Allotted/Dedicated 4/24/10 Pre-Course Assessment; 2.00 Hours (730-930am) Training Presentation 5/1/10 – Observations of Associates; 2.00 Hours (Variable) 5/17/10 Personal Feedback Sessions; Tip Sheets Distributed Periodically 5/22/10 Post-Training Presentation 2.00 Hours (730-930am) Feedback Session Pre-Course Assessment / Training Presentation This is the first of the three part series for the presentation. Associates will come in and take a short written examination on the topic that is being presented. While these exams will not count against the associates that are completing the exam, this will help provide the trainer and management talking points that could be brought up in meetings that are with associates store-wide. The presentation of the training material is also another part of the training process that would occur during the first two hour period. Associates can transfer and apply this training immediately to the sales floor upon completion of the training. The second part of the training focuses on the application of the material on the job. It is a goal to do at least two observations of each sales associate and review

22

the experiences with them in relation to the materials that were covered. Strengths, areas of weakness, and areas for improvement will be covered with the associate both times. Upon the second observation, the trainer(s) involved will recommend future learning opportunities for the associate to help solidify the learning process from the training module. Finally, the third process is to bring everyone back in and review the training one more time and offer general suggestions for the group as a whole. Additionally, associates will be given a chance to rate the training module and offer their feedback if and should a second training course be developed for future learning opportunities. All feedback will be held in confidence and would be used to examine how well (or bad) the training was. Facilities Used For the Project The facilities that will be used will be all located within the store. Since the majority of the activities that will be taking place for the training are in the various departments within the store, this would be a likely event. The training for both the first and third sessions will be held in the Sales Development Room (or SDR). This is also known as the internal room that the management has meetings, conferences, and training seminars. The room is windowless and is also climate controlled. The maximum capacity for the facility will not exceed 20 persons. A projector and white wall is provided to display PowerPoint and other documents for all to see. There are numerous computers in the room and desks that can be used if necessary for clocking in and out of the training. As for the second session, this will be done in an area where the restrooms and the emergency exit for the Best Buy Mobile area are located. Since each store is configured differently, this is only for the store at the shopping plaza off of N. Peters Road. A table and two chairs are already located there to provide one-on-one feedback with the associates away from the action per se. The availability of the facilities will be adjusted and accommodated to meet the training needs. Coordination with management will be done one week prior to the training to ensure that personnel have enough notice of the training meetings that will take place. The trainer schedule will also be adjusted to accommodate the second part of the process as needed. Special Arrangements When creating a training course or module, there are a number of considerations that need to be made in order to suit the most people in the training audience. Topics that I found that would be important to discuss in this section include things relating to labor restrictions, special need accommodations, and finally general meeting restrictions and requirements. Beginning with the first of the three topics, labor restrictions is a topic that has to be looked at carefully depending on the associates that are working in the areas the training is focused. In some stores that this could be used, minor associates are used on the front end operations. By definition, these are associates that are 16 or

23

17 years of age. They have special requirements in the amount of breaks, meal periods, and times they are allowed to work. The times vary between when school is in session and when it is not. For the purpose of the training module, it may be needed to have more than one training session in order to accommodate this need. The reason behind this is to ensure that they get the training needed but also be within the guidelines of state and federal regulations. The last thing that one would want to have happen is to incur a big fine for bringing associates in when they shouldn’t be at work by law. The second topic that is a bit more sensitive has to do with special needs and associates that have accommodations already in place as per the Disabilities Act of 1993. Here, the goal is to attempt to provide the same training to them but in a way that is both suitable for the company but also for themselves. Great care will be taken to ensure that they have the training needed to maximize their job performance and ability to do such. This may occur through one-on-one training sessions, materials adjusted to assist them in the learning process (i.e. large print format & pictorial presentations), or other means that will not create undue stress on the company. This is a very important topic to mention because it is better to be prepared for all possibilities than to spring up at the last minute and not have accommodations in place to help facilitate the learning. The final of the trio which is a bit more general in nature focuses on the meeting itself. I felt that there should be a bit more detail about the meeting in this section since associates will need notice in order to adjust their calendars to come to the training. One recommendation that I feel is important with providing notice to the associates is that they should be given at least two (2) weeks’ notice about the training. This can be conveyed in morning meetings and casual conversation within the department(s) that will receive the training. The purpose of the advance notice is to give time to our associates to arrange a babysitter, adjust appointments if necessary, or be able to make it without undue distress. Secondly, I would be open to feedback by the associates as to when the best time to have the training would be. Is the early morning suitable for the training or a Sunday evening? An informal poll could be given to see what would work best for them and then the best time would be agreed with management. Finally, it would be critical to ensure that all materials would be available and provided prior to the training meeting. The expenses occurred would be applied to the budget mentioned on page 18 of the module proposal. Refreshments for the meeting would also be provided as a way of thanking them for coming to the presentation. Trainee Preparation & Participation Critical to the success of any training module is the participation of your audience. Doing a straight lecture is not appealing for most and especially at work. There are a couple of initiatives that I would like to do before, during, and after the training module presentation that will mend a gap and keep the audience entertained but also engaged in the learning process. From the preparation forefront, I would challenge the associates that are going to be taking the course to think of some ways that they can provide a Total

24

Customer Experience. While they may not know what the concept is, how to apply the concept, and see the benefits, this brief mental exercise is good in receiving some data to try to find areas of learning opportunity. During the training, I will ask from time to time how they would make it a better module to complete. Finally, which will be discussed more in-depth in the five part, I will request feedback from the training and offer an action plan based on that feedback for a second run of the training (or follow-up – whichever the case may be). These steps are beneficial in providing a well-rounded training course experience and something possibly different than they have had in the past. Participation, however, is a bit more detailed and complex I am afraid to admit. Having numerous associates in a small room for about two hours is not going to be a very exciting time for them. Some may wish they could be in bed, reading their favorite book, going onto Facebook or their favorite website, etc. However, the goal is to engage the associates in the training experience. Having them be an active participant is much better than being half asleep at the wheel per se. The goal here is to try to provide them numerous opportunities to work with their fellow co-workers by asking questions, analyzing a case study (or two), and letting them take the lead in the class. Not only they will have a better chance to grasp the material, but the trainer and managers that participate in the training can see what they learned and how it can be used to do it with future groups of people. Since learning is a very dynamic process, it is critical to ensure that the associates or trainees have an active role in the course. Instructor & Staff Needs There are several needs that have to be addressed in order for the training to be a huge success. To begin, there needs to be enough labor available in the budget to prepare, create, adjust, design, and deliver the training module to the associates. This expense must be in place and fully supported in order for the training to be executed in the best way possible. While the majority of the time is devoted to the creation and development of the training, labor must be available in order to conduct the meeting to the most persons at one time. The goal for this training is to have two hours per employee available for a meeting on either a Saturday morning or Sunday evening after closing (about 730pm). Next, equipment needed to perform the training is just as important. However, with the given situation and room requirements, this has already been achieved and is a non-issue. Finally, though, the best need that is often overlooked is support from the management and other persons of influence. In order for a training to go very well, it is important to have the support of management in place. They will need to be there to support the associates that are taking the training. How will they be able to assist the employees with questions, comments, concerns, or suggestions for improvement if they don’t know what it is all about? The goal is to not only train the associates but all managers as well. That way everyone is on equal footing when it comes to the topic at hand.

25

Evaluation Needs For the purpose of the training module, there are several needs that can be tied to the evaluation process. First off, there is a need to address the problem that the training module is trying to solve, quell, or correct. Secondly, what are the customers saying and how can this be tied into the training process? Next, what are the employees saying? Are they getting the information they need in order to do the job well or is it a lack of communication? Also, monitoring the effects of the training is very important. This is going to be done through one-on-one mentoring, observations, feedback surveys, etc. Basically, the needs assessment from an evaluation standpoint is important because you want to know how well (or bad) the training was on the problem at hand. By evaluating the problem a bit more in-depth, over time, has the problem been solved? Are there still issues that need to be resolved? Things like this will be evaluated in more detail in the final part of the proposal. Conclusion In short, this section focused on the application of the materials to the problem at hand. Scheduling needs assessments from a various number of angles, and other items were considered in trying to present the data to the associates. Some of the topics mentioned are ones that are usually not looked at in depth because they are regarded as human resource issues. For example, mentionings of minor associates and disability accommodations are not usually part of the training module. However, it is best interest of Best Buy in my opinion to provide some level of recommendation to show how these individuals can be treated fairly and receive the same learning that others get. Preparation and participation are also very important issues because nobody likes a monotone teacher lecturing. Interactivity and excitement in the learning environment is much better than someone reading a slide show and looking at a wall. Finally, the needs of the instructor are just as important since they need to have everything necessary in order to provide the best training experience.

** Important Note Regarding Training Materials ** Selected presentation materials, handouts, and guides will be provided in an

Appendix at the end of the packet.

26

PART FIVE EVALUATION OF THE TRAINING PROGRAM

Being the final section of the training module proposal, it is only fit to explain how the training will be examined and reviewed for future training development opportunities at Best Buy. In this section, I will go over some expectations, suggestions, and ways that the training will be measured. This is a very important section of the module because management will be eager to find out if the training was successful or not and in what ways. Evaluation Objectives Reviewing the learning that took place in the meeting is a difficult and tedious task. Depending on how many people that you have training on the subject material, the number of persons per class, and the frequency of the courses can determine how complex this process may be. For the purpose of the training, it is assumed that there will be one class (but possibly two as per the special arrangements that may need to occur per state and federal restrictions). There are three goals that will be examined with the evaluation of the learning process with the associates that completed the training. Noted below in the graphic is a pictorial viewpoint of the three goals. In-depth explanation follows.

Figure 5-1: Evaluation Process Examination

The first process is a pulse of what associates may know before they come into the training. It is very important to get a sense of what associates may know because some may have knowledge about the processes while others are drawing blank stares. Nevertheless, this can be done through a quick icebreaker and then an examination of the responses. Once this has been completed, the training will commence. For the format that I am proposing for both the beginning training

Phase 1: Pre-Course Pulse & Training Observations

Phase 2: Job Performance & One-on-One Analysis

Phase 3: Group Analysis, Feedback Survey, & Follow-Up Trianing

27

course and concluding course, I will attempt to leave about 10 – 15 minutes for comments, questions, and such. Since there is a strict two-hour time limit, I want to make sure that I get all that I want to present done and have a chance for feedback. The second of the three phases involves the observation of the associates with the newly acquired knowledge. This will be done as requested in the first and second part of the training module project document. With the persons that are in charge of the front-end operations doing most of the observations, it is important to request that they are part of the training so that they know what they are going to be observing. In Appendix A, I will have the documentation necessary that they can use to keep track of the progress of our associates. I will attempt to do a few observations as well (per the requirement). The goal with this phase is also to see where there are still weaknesses in the training that can be addressed on the follow-up training that is two weeks later. Finally, the third and final phase is the other half of the live training. I want to provide praise to the associates and team for a job well done and their hard work with the newly acquired knowledge. However, I will point out potential opportunities that they can walk away with through the training. During this training session, I will request that everyone would fill out a survey in the event that I would need to do the training at other stores or in the near future to address the same topic or additional ones. This gold mine of information will help tailor future training courses that I may be asked to complete in the near future on other topics. In the event additional training would be needed, I would set up times with those associates in need for future development in their skills as management allows. In short, this section is a road map of examining the successfulness or shortcomings of the training experience that I have developed. It will also provide a rich understanding of how the associates learn which is very useful for future endeavors. Evaluation Strategy and Design In this section, I want to examine briefly the strategy that I am taking above. I wanted to do a three-step strategy because I am a firm believer of a before, now, and after process when it comes to training. With my previous experiences at McDonald’s restaurants, they heavily enforced this way of training. The reason they were so bent on this process was that you can see growth with the employees that you trained. They would start not knowing the job(s) they would be doing on a daily process and eventually those would become second nature. It is also to prevent complacency on the tasks they complete. In other words, training them and reviewing their skills once over a period of two or three months is not enough. Consistent and continuous reviews of skills are necessary so that associates have the most accurate and correct knowledge to do their jobs correctly and efficiently. The materials that will be designed will be well written and easy to read. It must have the Best Buy logo as it is an official document that will be reviewed and examined by management from all levels (not just within the four walls of the store). These documents will provide examiners ample room to provide comments, feedback, and determine whether or not the associate is completing the tasks as

28

required. Each manager will be provided the template so that if the trainer should go elsewhere in the company or away from the company, they can modify this as needed for future use. Examples of this will be presented in Appendix A as well. Materials & Equipment for Measurement of Outcomes The materials needed are fairly standard and straight-forward for what the persons reviewing associates will need to do it correctly. Basic office supplies like clipboards, pens, pencils, paper, and other rudimentary things are mandatory. Also, the associate will need about 1 – 2 hours per day maximum in order to complete the requested amount of customer reviews. They should not be obvious in the observations as this may create a false positive. Within this time period, as time allows, there should be some time set aside for the observers to review the training with the ones being examined. A computer with the pre-loaded template should also be available to input data. The second training session will review highlights of the observed interactions. Otherwise, nothing else is required. Conclusion Having strong guidelines in place to review the training is very important to determine whether or not it was successful for all concerned. This section reviewed a three step process that will be used to review the results of the training. Materials that will be used for the review of the training need to be easy to read and use to prevent confusion as to what is being examined. I am very confident that the training process given will be very positive for our store and Best Buy as a whole.

29

APPENDIX A SUPPLEMENTAL TRAINING MATERIALS /

EVALUATION DOCUMENTS Please see the supplemental materials that are included in the next several pages in this section. The following materials are included for review:

• PowerPoint Presentation Slides – Session #1 • Keys To Success – Computer Sheet Example (Sample #1) • New Computer PC Sheet Example – Without TCE (Sample #1) • New Computer PC Sheet Example – With TCE (Sample #2) • Tip Sheet – Front End Checkouts / Customer Service • Evaluation Form – All Associates • Evaluation Tracker – Front End Checkouts / Customer Service • Certification Examination – All Associates • Feedback Survey – Course • Course Presentation – HRM 535