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Organizational values
Full Title of the Paper
Student Name
Institutional Affiliation
Introduction
By formulation of this competency framework plan by DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Company”), the organization seeks to improve its employees’ ethical and legal standards so as to achieve its goals. In order to develop an operational and efficient competency framework plan for DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Company”), all stakeholders i.e., CEO, HR team, departmental heads and members of staff need to understand the importance of their conduct, integrity and abilities on the performance and reputation of the organization.
Organizational values
Incorporation of DrewNet Group, Inc., values into its employees is the core of the functioning of the competency framework plan. The values of organizations are embodied in their mission statement, corporate vision and vision statement. To ensure these values are entrenched in the employees, they should be documented and publicized in the organization’s premises and website. In this plan, therefore, I will outline the organization’s mission statement, corporate vision and vision statement as articulated by the CEO.
Mission Statement: To provide quality tailor made service to meet all of our clients’ needs through impeccable service delivery and the maximization of resources available to us while ensuring growth and sustainability.
Vision Statement: To impact the lives of our clients, employees and society at large by respecting every person’s rights and creation of opportunities of growth to these people.
Corporate Vision: Give clients value for their money and ensure maximization of stakeholder investment.
The Competency Culture
Following the incorporation of DrewNet Group, Inc., values, development of the competency culture in this organization comes next. The competency culture entails the cultivation of the need for proper qualified and skilled staff in every required area. This creates a need to be better in the employees. The competency culture is grown based on hiring and firing practices, salaries and remunerations, promotion practices and the attitude of the senior management towards the skill levels of their juniors. An increase in the hiring of non skilled employees in positions that require a certain skill sends a message of doom to all other employees in the organization. The employees feel threatened since anyone can be hired for any job in the organization without fulfilling the requirements if such post. Such job insecurity causes laxity and reduces the productivity of the organization. Creating a culture of competency improves the quality of services rendered and also gives the organization an edge in the market. The edge leads to higher profitability and increases the lifespan of the organization since the risk of becoming obsolete is reduced.
The Director of HR with departmental heads will be required to spearhead this part of the plan by ensuring staff in their departments are evaluated according to their respective fields. Establishment of a metric to do the evaluation will be deliberated by the Director and the departmental heads to ensure it is fair and excludes bias of any sort. Creating a culture of competency improves the quality of services rendered and also gives the organization an edge in the market. The edge leads to higher profitability and increases the lifespan of the organization since the risk of becoming obsolete is reduced.
Education, Training and Professional Development Activities
However in order to undertake this exercise, departmental heads will be educated on the same. By virtue of their leadership roles, their education will have to be outsourced. This includes coaches, consultants and other professionals who are well educated on the subject to take them through and impart the required know how. This will happen in two major ways: conferences and seminars. Although the difference is minor, it plays a large role in how learning happens in the two events. Conferences will mostly be over shorter periods of time where the educators are speaking with little participation from the learners (departmental heads). This could easily be done in the organization premises in order to save on cost. Seminars on the other hand, will be over longer periods of time and the learners get to interact with the speakers and with each other to build on the material shared during the course of learning. The main reason for the outsourcing of the department heads education is to bring a new perspective in the organization at all levels.
The staff may or may not have their education outsourced. This works on the assumption that after the department heads are trained they are fit to pass this skill to members of their respective departments in a manner they deem fit. Depending on the department head and the nature of work carried out in the department, the head may choose to: give a lecture on the new methods learnt, teach by being an example (apprenticeship) or use job rotation. The lecturing method is the most inefficient way to pass skill and the Director of HR highly discourages the use of that method. It solely depends on the attention span and retention of the members of staff and it is difficult to evaluate the results. Apprenticeship is highly recommended although not in old-fashioned implementations. It should be exclusive to each department and not just blanket application throughout the organization. The department head may decide not to expressly tell his team that he is teaching them through this method rather a change in the mode of operation and policy in the department will shape the staff’s outlook and also lead to a change in them. The implementation of job rotation needs patience and confidence in one’s team since it requires people perform tasks they had probably never performed before. It builds confidence and reduces exclusivity of skill set in the work place since more than one person can perform a particular task.
The training methods described above require funding in order to be implemented. The main focus should be on the outsourced methods since they will be more expensive to implement. The trainers need to be paid, venues need to be hired and in the case of seminars, food and accommodation for the department heads. This is a major concern seeing, the organization is not at its best at the moment and any funding must be properly justified. The Director of HR would like to propose the acquisition of a loan in order to facilitate this exercise. The loan need not be the entire sum required but just an addition to what the company will be able to access.
Barriers to Education, Training and Professional Development Activities
The attitude of employees towards the activities. This goes a long way in the learning and retention of skills required. The employees should see this is a mode of gaining fresh knowledge that will be useful in the realization of their purpose.
Funding. Inadequate funding will really disrupt the whole process since not everything envisioned to be covered will be achieved and hence will create a loophole in the learning process.
Total Quality Management
In order to maximize profits and ensure accountability, the Director of HR recommends the use of a combination of the traditional total quality management (TQM) method and the total quality human resource management (TQHRM). TQM is a strategic systematic approach that is customer-based and requires total employee involvement. It employs fact based decision making through a system that is process centered, makes use of good communication and is reliant on the continuous improvement of employees. TQM requires employees to be up to speed with training, improve their service delivery and helps reduce error in all stages of production. Therefore, by implementation of the TQM, the organization will: build competitiveness among the staff, be versatile enough to cope with changing market trends, reduce costs, increase productivity and profitability. TQHRM remedies the insensitive nature of the traditional TQM towards the employees of the organization. TQM only looks at an employee as a means to higher productivity and profitability whereas TQHRM ensures proper employee-employee and employer-employee relations. The combination will therefore protect both the interests of the employer and the employee by ensuring maximum profitability while preserving the dignity of the employee.
Evaluation metric
To evaluate the success of the competency framework plan, the Director of HR will put into place an outcome based performance appraisal – Management by Objectives. Employees will be judged on achieved performance outcomes. They will be evaluated on how well they perform a specific task of objectives critical in the successful completion of their jobs. To ensure perfect results the objectives will be given to them by their department heads at the start of the period in which the objectives are meant to be accomplished. These goals will be specific to each employee for a particular period of time and feedback awarded to the employees. The appraisal will be used to gauge the expected vs. actual performance of the employees and paint a picture of the realization of organizational goals after a specified time.
Climate of the organization
Analysis of the organization’s climate during the implementation of the competency framework plan gives the Director of HR a chance to observe whether the plan is working. This may help tweak a few areas which may be implemented poorly or ineffective to efficient operation of the plan and prevent a perceived wastage of company resources by the CEO. The climate also speaks to what the employees have gained from the various methods used to create a competence culture in the organization. It will be clear whether the employees view the implemented mechanisms as a manipulated tool by the management or as helpful input. This is important since the organization is only as strong as its employees who ensure the efficient day to day performance of tasks in realization of the organization’s goals. It also helps in boosting morale of the employees since they are appreciated and their views are instrumental in the management of the organization. The climate analysis will be carried out in two steps: (I) view of the department heads in regards to their education, its implications, changes (if any) in their respective departments and the approach taken in handling their respective departments (II) view of the members of the staff regarding their training, its implications, changes (if any) and their reaction to the various teaching methods used by the department skills. This information will help the Director of HR assess the matter and should be availed to the CEO regardless of the situation.
Remediation plan
If after this evaluation, the competency framework plan is not as effective as expected; a survey shall be conducted throughout the organization to determine what is in the best interest of all stakeholders. In line with the findings of the survey, Director of HR will be required to show the pitfalls of the process of the actualization of the competency framework plan from inception till failure. The CEO will overlook this process and go over the Director’s conclusions. The Director in his presentation to the CEO will suggest solutions to the problems, whether the newly suggested solutions will be implemented or not will be left to the discretion of the CEO. The suggested solutions are to be accompanied by a report detailing the implementation of the competency framework plan. The report should cover all issues raised in the assessment before the plan, the plan and during the implementation. A careful distinction should be made between these three phases and the challenges that arose in all the stages also shown.
Conclusion
It is paramount that the competency framework plan formulated is implemented in full effect in the time frame provided in order to maximize results. The plan is exclusive to DrewNet Group, Inc., since it captures the inefficiencies in this particular organization and seeks to rectify these shortcomings in order to achieve the organization’s goal. Although, there exist barriers to the implementation of the plan, I have analyzed them and suggested solutions to them both long term and short term. The benefits outweigh the apparent problems and the competency framework plan in fact acts as a solution to some of these problems. In order to ensure longevity and productivity of the organization, management needs to think proactively not retrospectively.
I believe I am the perfect candidate to ensure the implementation of this competency framework plan as a solution to the organization’s needs. This is because I: bring a fresh perspective into the organization, have interacted with employees of the organization and take a hands-on approach to tackle the issues raised.
Takeaway: This assignment has helped me realize the value of the course materials in a real-life scenario since that has been my main guide as I tackled this assignment. Also, I have learnt to appreciate the role employee satisfaction plays in the performance of an organization. Lastly, it is invaluable to incorporate organizational values into employees to give them a sense of worth working.
References
Midhat Ali, M., Qureshi, S. M., Memon, M. S., Mari, S. I., & Ramzan, M. B. (2021). Competency framework development for effective human resource management. SAGE Open, 11(2), 21582440211006124.
Barker, Kimberley, PhD,M.B.A., R.O.D.C. (2020). Creating change and cross-cultural competence while conducting business on the global stage. Organization Development Journal, 38(3),
Cahogfan. (2010, November 23). Competency models introduction.f4v [Video]. YouTube. https://www.youtube.com/watch?v=UyxLP9-GrGM (5:01)
Bok, H. G., Jaarsma, D. A., Teunissen, P. W., van der Vleuten, C. P., & van Beukelen, P. (2011). Development and validation of a competency framework for veterinarians. Journal of veterinary medical education, 38(3), 262-269.
Antonacopoulou, E. P., & FitzGerald, L. (1996). Reframing competency in management development. Human Resource Management Journal, 6(1), 27-48.
Bartram, D. (2006). The SHL universal competency framework. SHL White paper, 1-8.
Mee-Yan Cheung-Judge. (2020). Organisation Development Core Principles, Competency, and the Way Forward? Organization Development Review, 52(3)
De Rezende, L. B., & Blackwell, P. (2019). Project management competency framework. Iberoam. J. Proj. Manag, 10(1), 34-59.
Training & Development Competency Program
Training & Development Competency Program
Andrea Reid
Areid4040@aol.com
Touro University Worldwide
Introduction
By formulation of this competency training program by DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Parent Company”), the organization seeks to improve its employees’ skillsets, and performance levels within the organization. To achieve its goals is it in inherent that a thorough analysis of the organizations, is done and a detailed program is created. To develop a Training & Development Competency Program for DrewNet Group, Inc., or the (“Company”), all stakeholders i.e., CEO, HR team, departmental heads and members of staff need to understand the importance of their performance and how that impacts the sales and reputation of the organization.
Organizational values
Incorporation of DrewNet Group, Inc., values its employees and the long-range goals of the company as we strive to increase, the annual sales of the organization. The values of organizations are embodied in their mission statement, corporate vision, and vision statement. To ensure these values are entrenched in the employees, they should be documented and publicized
in the organization’s premises and website. The organizational training plans should be concise and provide a targeted set of achievable goals for all employees.
Mission Statement: To provide quality tailor-made service to meet all of our clients’ needs through impeccable service delivery and the maximization of resources available to us while ensuring growth and sustainability.
Vision Statement: To impact the lives of our clients, employees and society at large by respecting every person’s right and creation of opportunities of growth to these people.
Corporate Vision: Give clients value for their money and ensure maximization of stakeholder investment. Objectives
A Training & Developmental Competency Program must provide a clear path for employees to learn and advance and add value to the company bottom line. There will need to be a full analysis of the management teams to determine their current skills levels. Whether job-specific or broader in nature, training must be created to address the specific needs of the organization. The type of training and the delivery will be a critical part of this training process and it to consider the areas that improvement and the most effective manner to fill that skillset gap.
The training has to be sustainable and allow the company to make a profit with sacrificing the resources of the employees.
Identifying Current Skills Levels
By developing a competency model that will help identify the knowledge, skills & abilities (KSA) which are needed to perform a particular job will be a pivotal starting point. We can use a competency model to identify what specific trainings the management team will need to be able to perform more effectively within the organization. To measure current skills, it will be necessary to create and distribute surveys and assessments. Have in depth conversations with each employee, review performance reviews to determine where the gaps are and how best to create the training sessions that will be impactful not just for the session but can used in there day tasks. The training sessions will have to consider what you are selling, the market that you are selling into, the people you meet in the selling process and use what will help you sell better. If you are a managing a sales team the best results, genetically come if you allow salespeople to work their strengths; in a way is natural to them. Product development, design and production, service delivery, and the integrity of the selling company’s organization are also necessary for successful selling, and typically are outside the formal control of the salesperson, hence why internal selling is an increasingly important aspect of the modern sales role.
Training Design & Methods of Instruction
Given the newly acquired is 1500 miles away a virtual instructor led training (VILT) which a robust, secure, and reliable video conferencing platform, like zoom, is required for delivering virtual instructor led training would be the most effective to provide the necessary training.
VILT is well known as one of the fastest growing methods of internet-based learning delivery methods. It is transforming the way million of people learn, in various arenas. Companies are employing VLIT a part of a broader blended solution for training and development as a tool that can be used from various locations. It is also an equally robustly used in academia as they offered online graduate and undergraduate degree programs. For training companies, VILT can increase profitability and scalability while reducing costs and time. For learners, virtual training has been proven to increase knowledge retention and learning outcomes, whilst providing a more flexible and inclusive way of learning. If we add eLearning modules, then we will need a learning management system (LMS). If we require a large number of courses and registrations, then a training management system will provide strategic help in saving time by automating many of the course management processes. In creating an engaging learning environment, it will be necessary to use robust, secure video conferencing software and ensure your internet connection is reliable. Remove, or limit, any distractions from your environment, such as pets, posters, and photos in the background (use a virtual backdrop or blurred background if necessary), and loud noises outside. Turn your mobile phone off and mute any desktop notifications such as emails and calendar reminders. Make sure you’re well-presented and professional-looking, and your camera is centered and focused. The instructional designer should provide the instructor and employee with the necessary mechanisms to enable frequent communication and keep the content engaging and collaborative. Visuals and interactions are paramount to promoting engaging training and increases the effectiveness of the training provided via this method. The facilitators of the training should be skilled communicators in order to deliver compelling.
Constructivism is ‘an approach to learning that holds that people actively construct or make their own knowledge and that reality is determined by the experiences of the learner’ (Elliott et al., 2000). Constructivism believes in personal construction of meaning by the learner through experience, and that meaning is influenced by the interaction of prior knowledge and new events Arends (1998). Constructivism is crucial to understand as an educator because it influences the way all of your students learn. By utilizing technology in a constructivist instructional platform, instructors will be able to engage students with the materials being presented, they will be better able to engage the participants and have them work collaboratively and develop more complex thinking skills.
Measuring the Training Outcome
Each learner in the organization should be setup with a personal profile where their complete compliance training history is recorded, numbers of courses passed, completed, and pending sessions completed, score results, training deadlines. This will provide you with easy and direct access to each employee’s progress. Once you have created learner profiles, dashboards can be introduced to allow employees to track their own performance discreetly and this will provide an incentive to be leader in their growth within the organization.
Completed training and certifications must have a permanent place at the top of the list as by
ensuring the timely completion will ensure that the organization is always ready for an audit.
Striving for a high completion rate will ensure that the training is creating the desired results.
Accordingly, poor results will be a direct indication of the HRM team need
to reconsider the current training approach if the organization is to grow and increase its
profitability. Certifications and score results allow you to monitor learning progress in a
practical and measurable way. This can be achieved by administering self-knowledge checks
made up of questions designed to help employees determine their knowledge level regarding a
specific topic. The focus should be on identifying areas in need of improvement in order to adapt
future training accordingly. It will be beneficial if we added a few learners’ satisfaction questions.
For instance, what do they like about VILT compliance training, and what could be done
differently? This will make the employees feel appreciated and more engaged in the training
process. Testing employees in real-life scenarios is an excellent way to ensure that theory does
indeed, translate into real practice in the organization. So, create simulations or branching
scenarios that will test your staffer’s decision-making skills following the completion of a
compliance course. VILT training is a necessary tool for the organization, but to be absolutely
sure, that we are getting the full benefits it is imperative that the progress is tracked properly.
VILT brings the great benefit of directness in the “virtual classroom.” In other words, learners
are able to ask the instructor any question and have it immediately answered. Simultaneously,
they can communicate with each other, discuss scenarios and approaches, or even work in teams
to solve exercises. These less structured discussions among trainee employees can provide you
with qualitative data about the way VILT training affects the modus operandi of the
organization. For instance, maybe their current sales technique needs some work and
discussions allow them to gather valuable insights from a top performer.
Conclusion
For any organization to be competitive in its respective industry it is imperative that they
provide their employees the necessary tools to be successful in their assigned role within the
organization. There needs to be a through analysis of the organizations needs and areas that need
improvement and then create the team that will develop the necessary training tools,
implementation and roll of these necessary training programs to get the organization on a level
playing field. This process is fluid and has to change as the needs of the organization and the
industry changes due to technological growth.
What Have I Learned?
Creating training programs in any organization requires a HR team that is willing to put in the
time to an effective instructional tool that will be effective in that industry/organization. There
several learning theories (Behaviorism, Cognitivism, Constructivism) that can be utilized to
create these training programs. These theories analyze human behavior and provides some
guidelines or direction on what training may be effective for an organization. It however is often
necessary to create an instructional design model that is aligned with the organization core
values. I learned about ADDIE, which is the acronym for Analysis, Design, Development,
Implementation, Evaluation which is 5 step approach to create an instructional design model.
Effective training must consider the learners and instructional strategies as well as to
ensure that what is taught in the training session is transferable to the job site. Any training
design is all about creating sessions that meet the needs of your audience’s learning and
developmental needs within the organization. There is no “canned” training model that will
work effectively across various industries, each training model must be thoroughly analyzed and
structured to meet the and it must be a model that is fluid and is constantly being reviewed and
updated to meet industry requirements or standards. However, once the training is completed it
is important to document the effectiveness of the training and if trained skills are being used and
or useful in the learner’s everyday workday. (DTM: Blume et. Al., 2019).
Virtual instructor-led training (VILT) has totally changed the way in which training is
done within organizations especially those that have physical locations all over the country or for
those organizations that have a significant number of remote workers. It also allows companies
to create and modify the training for various locations and fulfill the training for each specific
location.
References
Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305-323. https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=2306&context=articles
Blume, B. D., Ford, J. K., Surface, E. A., & Olenick, J. (2019). A dynamic model of training transfer. Human Resource Management Review, 29(2), 270-283. http://www.professorblume.com/uploads/1/0/6/9/1069884/blume_ford_surface___olenick__2019__dynamic_model_of_transfer.pdfGeri McArdle. Training Design & Delivery-A Guide for Every Trainer 3rd Edition
https://www.lessonly.com/blog/7-reasons-why-workplace-learning-and-development-is-more-important-than-ever/Peck, D. (2020, December 21). The ADDIE model of instructional design [Video]. YouTube. https://www.youtube.com/watch?v=JB6aDdq3HTI (8:41)
SAMPLE PAPER
~SAMPLE PAPER~
MAR3400 – Individual Paper #1
“Dream Job: Disney”Introduction
My “dream job” is to work for Disney. Disney is a solid company and is known for spreading happiness via their various products and services. Thankfully, I have received an offer to enter their Leadership Development Program as a Sales Representative for one of their largest services! I will be selling “Disney Meetings and Events” to corporate event planners on a B2B context, utilizing the face-to-face sales function.
Company Description
The Walt Disney Company was founded October 16, 1923, almost 100 years ago! Disney has produced an abundance of famous films and has evolved overtime, acquiring ABC, ESPN, Pixar, Marvel Studios, and Lucasfilm. They have found opportunity in the streaming disruptor, by adding HULU and Disney Plus to their portfolio. Beyond their movie and television talent, they have “magical” theme parks located throughout the world and sell merchandise via e-commerce, brick and mortar and licenses. They also have their own cruise line! Disney’s customers exhibit an unwavering brand loyalty. Disney is known for outstanding customer service, which is achieved by endlessly inspiring and motivating their “Cast Members.”
Product, Key Features and Benefits, Special “Secret” Sauce
I am excited to sell “Disney Meetings and Events” to corporate event planners. Disney has successfully sustained an outstanding work environment for all their employees, which has led to superior customer service, innovative ideas, and an abundance of highly motivated engaged employees.
Features and benefits of choosing Disney Meetings and Events for your corporation:
Attendance and Engagement
Unique and creative programs that draw your employees in
Supply: Venue, catering, entertainment, logistics and marketing support
Types of Corporate Events
Team-Building Retreats
Award Ceremonies
Employee Appreciation
Company Milestones
Product Launches
Charity Events
Conferences
Board Meetings
The Disney Difference
Pre- & Post-Event Stays
Marketing Assistance
Creative Resources
Customer Experience
Added Value & ROE
Environmental Footprint
Disney Institute Content
Leverage Disney’s Professional Development and Team-Building Expertise
Disney Institute
Disney has proven that they are a global leader in maintaining a fun, creative, engaging, and dynamic workplace for their employees. The way they motivate their employees to go above and beyond is what makes Disney special i.e., it’s their secret sauce. Fortunately for other corporations, Disney sells this highly sought-after knowledge via professional development seminars and keynote presentations, which are made available when choosing Disney Meetings and Events.
Markets and Customers
Disney’s targeted customers are organizations seeking the benefits of experiencing unique and compelling events that will teach them how to convey their organization’s message. Disney not only offers in person meetings and events, but also online trainings via their institute. The online experience has benefited many businesses, especially during the ongoing Covid-19 pandemic.
Testimonials:
“Best Chevrolet’s customer satisfaction accelerated above 90% to lead in customer retention.”
“Everyone who goes comes back excited with new ideas and inspires others with their enthusiasm. We have found that it’s the best way to keep our culture alive.” – Scott Schulman President & Owner, Best Chevrolet
“Humana saved $50 million thanks to improving customer service and reducing staff turnover.”
“Through this work with Disney Institute, our people get to really learn from the experts about culture and the ways to implement that culture. It’s not just sitting and listening in a conference room. It’s getting out in the field and seeing how it’s done.” – Jason Fonder Perfect Experience Director
“The NFL’s fan initiative scored big in customer service and engagement at Super Bowl XLVI.”
“We want to make sure the fan experience is of the same world-class nature as the game and the show. So we turned to the company that is world-renowned for exceptional customer service.” – Frank Supovitz Senior Vice President for Events, National Football League
As a Disney Sales Representative of Meetings and Events, I will speak to leaders of organizations, i.e., the CEO and Vice President or their corporate event planners and explain how their company will benefit from investing in Disney’s successful, unique, and inspiring model.
Various organization’s needs:
Build leadership skills
Convert disengaged employees to engaged employees
Change internal company behavior, organizational culture
Inspire innovative ideas
Realize ROI
I will communicate directly with CEO’s, Vice President, or corporate event planner (whichever is applicable) and assist them in choosing which program they would like to purchase based on their underlining needs. They may choose to buy face-to-face events or online events; each are unique in their own way. After the organization experiences the benefits of Disney’s Meetings and Events, I would ensure that B2B referrals were utilized to increase my clientele. CEO’s may be concerned that they will not realize a return on their investment. I will supply passed testimonials, statistics and analytical data that will alleviate any concerns they may have.
Buying/Selling Process
When an organization is interested in Disney’s Meetings and Events services, they can visit the website and submit a request:
https://www.disneymeetingsandevents.com/corporate-events/
Submit a Disney Request for Proposal or easily attach their own RFP.
After review (1-2 business days), I will contact the potential client to begin designing their unique event plan. I would prefer to meet face-to-face as non-verbal communication is extremely important.
If I am provided an organization’s information, i.e., referral for a potential interested corporation:
I will graciously reach out to the prospective client and ask to meet face-to-face, gather the information that is needed, analyze the data and create the best event plan for the organization.
Completing the Sale
Describe Disney’s background and success in customer service
Listen to the customer and learn what their needs are
Explain how Disney’s Meetings and Events can benefit them and supply passed testimonials
Create an initial draft of the plan and review with the customer
Adjust the plan accordingly, adding more events or tailoring others to satisfy the needs
Meet with the customer for final review
Follow up with the customer to ensure satisfaction, obtain feedback and future client prospects
Conclusion
I am excited about this simulation and learning more about the Sales Representative position at Disney. I know that the skills I acquire will benefit me in any career I pursue. I would love to work for Disney, the happiest place on Earth!
Sources
https://www.disneymeetingsandevents.com/corporate-events/
https://www.cvent.com/en/blog/events/guide-corporate-event-planninghttps://www.disneyinstitute.com/about/https://www.history.com/this-day-in-history/walt-disney-company-foundedhttps://thewaltdisneycompany.com/about/https://www.socialtables.com/blog/event-planning/get-corporate-clients/