Salespeople internship. Methodological development
Organizing an internship system for salespeople to quickly reach sales targets
At the end of the page - receive a useful GIFT from S.A. Aleksandrov. -
6 days are the 2 most important stages of the internship.
The webinar has ended, you can purchase a recording!
September 12
from 10:00 to 13:15 Moscow time
You need this course if you want to learn how organize an internship system so as to bring Interns to sales targets within 1 month.
The webinar will be useful for managers of retail furniture companies:
Owners;
directors of salons and retail chains;
administrators of retail outlets;
heads of training centers.
The main problems when bringing trainees to training:
trainees “fail” to study after 2-3 days
interns graduate and move on to other companies
you understand that the intern is not suitable for you, you were taught in vain and wasted the company’s time and money on him
Additional challenges when a trainee moves into sales rank:
trainees become salespeople, but never reach sales targets
We see that there is a loss of sales, but it is difficult/fearful to fire a new seller, since it is not a fact that you will find a better one
the new seller is “squeezed out” by the old team. However, this often happens with promising newcomers.
These problems have not been solved for YEARS in the furniture industry. Trainees enter a full-time work cycle only after 3 months, and not always. Often you have to additionally “tinker” with them without guaranteeing results.
And after suffering like this for a whole year, you still have to fire them.
A sophisticated motivation system: scholarships, bonuses, increased salaries, honor rolls - do not solve the problem.
Attempts to teach and introduce mentoring do not help either. Very often, a newcomer who is active at first turns into a seller-“guard” of a retail outlet.
Why is this happening?!
Research* by S. A. Aleksandrov showed that the sequence of stages of training and evaluation of trainees at the entrance is incorrectly structured, which leads to large losses of sales and money for the company as a whole.
That is, when they start teaching a newcomer about products, collections, document management, software, and then move on to sales techniques, they teach trainees to “sit and teach,” rather than actively working with the buyer.
The top priority should be the ability to communicate with any visitor to a furniture store. This is also a test for professional aptitude.
The result of the study was the development of a proper internship system, which is divided into 3 clear stages with their own goals and results.
* The research took place over 5 years
Stage 1 Internship (1 day)
Target:
Weed out unsuitable Trainees for work in the Company (not everything is immediately clear during the interview).
Motivate promising Trainees to work in the Company (to avoid early failure from training).
Prepare the Trainee to work as a promoter in the presence of a Mentor (we test it “in combat” when working with visitors). 
Stage 1 result:
Dismissal of unsuitable Trainees
Trainee who successfully completed 1 day
Trainees who continue their internship enter into a Contract or Apprenticeship Agreement at the end of 1 day
Stage 2 Internship (5 days)
Target:
Gain new knowledge and skills necessary to make successful sales and work with clients (study of the top 5 assortment, document flow), and improve your own communication skills with clients.
Conclusion for certification to make a decision on transfer to the 3rd stage of the internship and work in the company.
We will tell you in detail at the webinar. We will give a plan for daily training at the 2nd stage.
Result:
If the Trainee passes the Certification - work at the TT until the end of the day and move on to the 3rd stage of the Internship (final immersion in the profession).
If the Trainee does not pass the Certification - dismissal (we do not waste time and money on those who are not suitable for the job).
Stage 3 Internship (2+2 weeks)
Target: promote the Trainee to the position of salesperson of the 1st category with the corresponding planned indicators
We will tell you in detail at the webinar. We will give a plan for daily training at the 3rd stage.
Result:
An intern prepared to work independently with customers and effectively sell (fulfillment of the minimum sales plan).
Registration of an Intern according to the Labor Code of the Russian Federation.
AT THE WEBINAR YOU WILL LEARN IN DETAIL:How to set up the internship process for new employees so that they begin to work at full capacity and get into working mode as quickly as possible How to ensure that new promising Trainees do not “jump off”, and “unnecessary” ones do not become an alternate airfield and a “watchman” for your salon How to relieve yourself of the headache of the constant need to look for new candidates, because the previous ones do not stay long. What should you teach the Trainee first and in what order? We will provide you with documents containing the full daily internship plan. The document includes the following sections:
Finding and training the “right” personnel for a business is a difficult and lengthy process. Newly hired, trained employees should become the lifeblood, flesh and blood of your business. Everything they say and how they act will determine the success of the business. |
WHAT YOU WILL GET FROM PARTICIPATING IN THE WEBINAR:
1. You will understand, how to quickly get the Trainee into working mode.
2. Learn how to effectively carry out education And assessment personnel during the internship.
3. Find out everything about the successful induction of a Trainee into a position through Mentoring.
4. Get:
detailed Internship program consisting of 3 stages
Trainee's workbook
Full package of documents, which will help you in working with Interns:
- Attestation sheet
- Checklist “Competitors”
AS A RESULT OF THE WEBINAR:
Within 17 working days, you will be able to prepare the Trainee to work at a retail outlet as a full-fledged sales consultant.
PARTICIPATION OPTIONS - CHOOSE THE ONE CONVENIENT FOR YOU!
Participation option No. 1 |
Participation option No. 2 |
Participation option No. 3 |
LISTEN AND WATCH |
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RECORDING OF A WEBINAR ON INTERNSHIP
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Recording of the webinar
Documents:
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Recording of the webinar
Documents:
A complete package of documents that will help you in working with Trainees:
+ Participation in the online course “Effective practices for recruiting and evaluating productive personnel” |
Recording of the webinar
Documents:
A complete package of documents that will help you in working with Trainees:
+ Participation in the distance learning course “Effective practices for recruiting and evaluating productive personnel” The course includes 4 webinars: every Tuesday, starting September 19. During the course, you will gain knowledge on how to correctly approach the preparation of vacancies for various positions in retail, how to choose sources for posting information to attract a flow of candidates. Get a system for assessing candidates during an interview). + Participation in the Furniture Company Manager School 6 courses included in the LSR: |
RUB 5,900 |
9,900 rub.Important! |
29,000 rub.Important! But you can connect a larger number - 1500 rubles. for each next one. Come to the course with your entire leadership team! |
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Pay in 1 click! Click on the PAY button and choose a convenient payment method. All payment systems, including bank transfer. |
Pay in 1 click! Click on the PAY button and choose a convenient payment method. All payment systems, including bank transfer. |
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WHO WILL HOST THE WEBINAR
Sergey Alexandrovich Alexandrov
| Founder and Gen. Director of the International Furniture Personnel Center
“Secrets of sales in the furniture market. 5 steps to build sales in wholesale and retail" |  |
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Developed a furniture sales methodology, sales standards for furniture groups (cabinets, kitchens, upholstered furniture), a personnel certification program, and CRM for furniture retail. Conducted more than 700 seminars, webinars, trainings and conferences. |  |
Natalia Valentinovna Vodianova
| Business trainer, coach
Work experience in personnel training – more than 10 years, of which 5 years in the furniture industry. Over the past 5 years, she has worked as a business coach at the federal retail chain Angstrem, training, developing and assessing personnel. My students are sales consultants, managers, directors both in Russia and neighboring countries (Kazakhstan, Kyrgyzstan, Minsk, Ukraine). Conducted more than 300 trainings and webinars. Trained more than 5,000 employees of furniture companies. She won the all-Russian competition for training Sberbank personnel. About 1000 people were trained in 2.5 months. |  |
Receive a GIFT from S.A. Aleksandrov
“6-day Internship Plan for Furniture Sales Consultant”
6 days are the 2 most important stages of the internship
Enter your name, email, phone number, company name.
We will send you free very detailed plan and new concept for trainee training, which will allow you to quickly understand:
which one will be a good seller,
who to invest in and who to fire,
how to correctly and quickly achieve the sales plan.
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GET FREE
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Anastasia Lobareva,
Director of the HR Department, Distribution Management System
In this article you will read:
What is the art of training management?
4 levels of corporate staff training
Step-by-step corporate training program
Personnel training management is to help capable employees climb the career ladder. It is no secret that, if desired, any sales consultant, improving knowledge and skills, quite quickly achieves professional growth in the horizontal plane, but not career growth. Hence the eternal problem of finding “where is better” and staff turnover. The Rossita company 1, where I worked, found a way out of this situation and relied on the development of internal reserves. And today, about 98% of directors of retail outlets are ex-consultants. Practice has shown that such managers achieve better results than third-party managers and are also distinguished by a high level of loyalty.
It is clear that vertical career growth of a sales manager in a single company is practically impossible without training, without corporate training for an employee and improving professional skills. It is for this purpose that the Rossita company has developed a four-level corporate training program for employees, from trainee to store director. Let's look at this fairly simple technique.
Level 1. Trainee: starting training system
Learning Objective. Ensuring high-quality induction into the position from the first working day until the end of the probationary period.
Mechanism of operation. The store director appoints a supervisor for new employees from among experienced colleagues. The main task of the curator, who helps in managing employee training, is to familiarize the newcomer with the company’s values, sales and shoe production technologies, and work standards. The intern also has responsibilities: he keeps a workbook and studies information from the sales consultant’s folder.
Trainee workbook. Essentially, this is a diary with a special program of tasks for every day. For example, on the first day - to learn the features of corporate culture, on the second day - to learn about the warranty period for the product, to study the types and technologies of shoe production. In addition, a representative of the personnel service conducts theoretical classes on sales skills, during which the trainee receives assessments and, under the strict guidance of a supervisor, records and tracks the dynamics of his own development.
Sales consultant folder. Contains materials (drawing) that a new employee needs to study and serves as a supplement to the workbook.
Certification. The first stage of training ends three months after the trainee starts working in the company (this is the end of the probationary period), and at the end of the training, the certification commission (store director, curator) examines the trainee.
At the Rossita company, exam papers were compiled according to a certain scheme. The first question usually had to do with the mechanics and standards of sales, such as how to win over the buyer. The second is with the mission and values of the company. And the third - with types of shoes, brands and production technology.
In addition to the theoretical part, the certification process evaluates the results of the newcomer’s work - net sales.
A trainee who successfully passes the certification becomes a sales consultant of the second category and a full member of the team. Reaching a new level can be celebrated with a corporate tea party, where the new employee will be congratulated by colleagues.
Level 2. Consultant of the second category: support training system
Target. Strengthening and developing already acquired knowledge and skills.
Mechanism of operation. The supportive training system includes three stages - “Morning excursion”, training hour and extended training.
"Morning excursion". Held daily 15 minutes before the opening of the outlet - this is a meeting of sales consultants. The store director or HR manager draws up a plan of “excursions” for the week, and the organizer and moderator of the mini-planner is usually the newcomer’s curator. Topics change daily - for example, getting acquainted with the company's immediate plans or working on mistakes (especially relevant after an assessment using the "mystery shopper" method, if sellers for some reason showed poor results).
In addition, if necessary, the curator, together with employees, works through the sinking stages. For this, a “question-answer” form or an imitation of the sales process can be used, in this way consultants improve the skill of persuading the buyer.
Training hour. Once a week, the director of a retail outlet holds an hour-long planning meeting, which can more likely be classified as training. The subject of discussion may be the sales technology of a new brand or errors and pressing issues that have not been worked out in the process of daily meetings. For example, how to determine the buyer's need and choose the appropriate pair of shoes (it may be that the buyer first insists on high heels, and then chooses comfortable shoes). This kind of work on mistakes also requires the use of a game form.
Extended training. This is an intensive training event, which is conducted once a season (every six months) by the training manager of the parent company - an employee of the HR department. As a rule, the lesson lasts four hours and is devoted to one of the stages of sales technology. Training is developed in strict accordance with the needs, tasks and problems of the store or branch.
Level 3. Consultant of the first category: advanced training system
Learning Objective. Advanced training for sales consultants, career growth.
Mechanism of operation. Any employee of the second category is allowed to be certified for the first category. As a rule, this happens no earlier than six months later. At the initiative of the seller, the store director creates a presentation sheet in which the consultant’s activities for the last three months are assessed in points: sales results, characteristics of working with the cash register, discipline. If the indicators are satisfactory, then the employee is granted access to certification.
Practice shows that of the sellers in the second category, about 5% of managers reach this level. This must be taken into account when managing employee training.
Certification. Case tasks are added to the standard tickets used for certification for the second category. The certification process is divided into blocks. Let me give you an example from the “Merchandising” block: two photo reports of displays from different stores are presented, the examinee must find errors and justify the answer. After successful certification, the employee becomes a sales consultant of the first category and receives a salary increase. It is important to note that at this stage the system of supportive training is preserved.
Level 4. Store director: system of management knowledge and skills
Target. Formation of a reserve of managers, development of new skills for staff, assistance to line employees in career and professional development.
Mechanism of operation. Those wishing to get into the Reserve school of management send applications to participate in the competition. In the second half of 2012, 10 out of 70 first category sellers applied for training.
Candidate assessment and start of training. The selection interview for an applicant manager includes self-presentation, goal setting and solving a number of business cases (Table 1). Based on the results of this tour, department heads and personnel service employees make a decision on the further development of a particular employee. At this stage, it is necessary to carefully analyze each candidate. There are situations when the selection process reveals a manager’s inclination towards individual work.
- Training of company personnel: how to evaluate the effectiveness of training
Management tasks in a retail outlet with a large staff are unlikely to be within his capabilities. However, if we are not talking about a large store with a staff of ten or more people, but about a small salon, the skills and knowledge of such an “individualist” may be in great demand.
After the groups are formed, the learning process begins, most often through online conferences once a week. The material is divided into information blocks (Table 2).
Certification. The certification procedure, in addition to the theoretical part - intermediate exams and tests - includes case testing. For example, “Explain to a new sales floor employee his or her tasks in five minutes.” The results are recorded in a special accounting table, and at the end of the training (six to nine months, depending on the complexity of the program), a final exam is held. The preparation period ends with a large corporate event, in which all employees are required to participate.
Directors' assessment. The development of managers continues after they take office. For this purpose, a special tool has been developed - a competency profile. The assessment is based on indicators of the manifestation of basic skills and knowledge. They are divided into modules, each of which contains a number of positive and negative characteristics - there are about 200 of them in all modules (Table 3).
The HR employee counts the pros and cons and determines the final result: subtracts the negative ones from the positive ratings, divides the resulting number by the number of positive ratings, and multiplies the resulting value by 100%. Thus, the candidate is assigned a degree of competency development (Table 4). As a rule, the competence level of directors is always above 5%.
Depending on the result, the manager continues training through individual or complex (group classes with other directors) programs for developing skills and competencies with the support of more experienced employees.
Anastasia Lobareva Graduated from the Kamchatka State Academy of Fishing Fleet (Faculty of Economics) in 1998. She has been working in the HR field for 15 years, as a HR Director since 2005 (in various companies). Completed a number of professional trainings. In the company since 2013.
"Distribution Management System"- official distributor of the international company Procter & Gamble. On the market since 1994. Represented in the Urals and Siberia, branches operate in 17 regions of Russia. Staff - more than 1300 employees.
System for assessing the quality of educational services
Workbook for internship students
MBOU "Secondary school No. 53 with in-depth study of individual subjects"
14.04.2016
Watchclasses
Topic and type of lesson
(initials and surname of the teacher)
Audi.
14.04.2016
9.00-9.10
Welcome speech from the school director Yu.G. Galkina
Modern school in the context of the implementation of the Federal State Educational Standard
Conference room
9.10- 9.30
Acquaintance. Explain the phrase
Goal setting.
Assignment: filling out the table “The purpose of my visit to the internship” Maslova E.A.
9.30-10.50
School education quality assessment system: development, priorities
Maslova E.A.
10.50-11.20
Master class:
Traces of presentation (psychological game), educational psychologist Shagina S.A.
Assignment: examination of a lesson using a technological map
11.20-12.20
System for assessing educational (educational) results
Ushkevich Yu.V.
12.20 – 12..30
Discussion of expert sheets
12.30-13.00
dinner
1st floor, dining room
13.00-14.30
Protecting your own programs
Conference room
14.30-14.45
Reflection. Open mic
Guest book
Conference room
Acquaintance
Choose a piece of paper and explain the phrase...
2. Goal setting task
1. Rank by importance your motives for studying this topic:
Requirement of the founder, employer
Awareness of objective necessity
Desire to keep up with colleagues
The desire for personal professional self-improvement
The need to take courses and increase the number of hours for certification
2. Determine the initial level of your competence in solving professional problems:
Information competence
Communication competence (ability to work on a PC, email, Internet)
__________________________________________________________________
(1 - most significant, 5 - insignificant)
3. Which organizational forms do you consider effective (highlight the one that is optimal for you)?
Webinar,
internship,
distance learning
self-education
(1 - most significant, 5 - insignificant)
4. What forms of final certification of the internship do you consider acceptable:
Test
Portfolio
A resource created during the internship that you can use
Project protection
Presentation of a single project created by the group
5. Formulate a question that you would like answered during the internship
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Thanks for your cooperation!
Task 3. Highlight the key words in the concept of “Quality education” (Article 2, paragraph 29 of the Federal Law-273 “ About education in the Russian Federation" )
“...quality of education is a comprehensive characteristic of educational activities and training of a student, expressing the degree of their compliance with federal state educational standards, educational standards, federal state requirements and (or) the needs of an individual or legal entity in whose interests educational activities are carried out, including the degree of achievement planned results of the educational program..."
Number of semantic parts in this text
What are the features of CO:
1.1. What (entity)
1.2. involves (process)
1.3. represents (system)
1.4. subjects...
Quality assessment – who, where, how?
Task 4. Answer the questions posed during the presentation.
1.Which part of the regulatory framework for the quality of education are you in demand? Why?
2. What are the characteristics of knowledge, abilities, skills, values, experience and competence (quality of result: educational result of the student, professional result of the teacher)?
3. How is the goal-setting process implemented (educational program, quality assessment, innovative activities, continuing education institutions, etc.)? Determine the structure and rank according to the importance of the assessment system for you?
5.Task. Study the assessment system of MBOU Secondary School No. 53 and create your own SOKO model for your educational organization.
To help the listener.
sc 53 ucoz. ru- MBOU Secondary School No. 53 Barnaul, “Innovation Project”, SOKO
Task 6. Read the Regulations on the quality laboratory of MBOU Secondary School No. 53 and make changes to its content based on the requirements of Federal Law-273 on its participation in assessing the quality of education.
To help the listener.
sc 53 ucoz . ru - MBOU Secondary School No. 53 Barnaul, “Innovation Project”, SOKO
POSITION
about the quality laboratory of MBOU secondary school No. 53
1. General provisions
1.1.Quality Laboratory (hereinafter referred to as QL) is a representative collegial body acting in the field of planning and coordinating work on the formation and development of a quality system in a public organization.
1.2. The Regulations on the LC were developed on the basis of:
Federal Law “On Education in the Russian Federation” No. 273-FZ dated December 29, 2012;
National Doctrine of Education in the Russian Federation until 2025 No. 751 of 10/04/2000;
State program "Development of Education" for 2013-2020. No. 2148-r dated November 22, 2012;
Order of the Ministry of Labor of Russia “Improving the efficiency and quality of services in the field of social services for the population” No. 650 dated December 29, 2012;
Law of the Altai Territory “On Education in the Altai Territory” No. 56-ZS dated 09/04/2013;
Strategies for the socio-economic development of the Altai Territory until 2025 No. 86-ЗС dated November 21, 2012;
State program of the Altai Territory “Development of education and youth policy in the Altai Territory for 2014-2020” No. 670 dated December 20, 2013.
2. Goals and objectives
2.1. The goal of the LC is to implement a quality policy that ensures the training of students in accordance with the requirements of the Federal State Educational Standard.
2.2. The main tasks of the LC are:
formation of a draft policy and strategy in the field of quality of an educational organization;
development of a plan for the creation and implementation of a quality system in an educational organization;
dissemination of quality policy within the organization and in the external environment;
determining the procedure for conducting internal audits of the quality of education and employees of the educational organization in the planned activities;
consideration of criteria and indicators to determine the effectiveness of the education quality management system;
assessing the effectiveness of the education quality management system;
development of proposals for choosing a quality system model and presentation to senior management;
analysis of the causes of deviations and inconsistencies, development of corrective and preventive actions for the emergence of inappropriate results of student training;
development of proposals for planning, organization, resource provision and maintenance and development of processes of an educational organization at a level that ensures compliance with the requirements of the Federal State Educational Standard, as well as its continuous improvement;
participation in the organization and conduct of internal and external monitoring of the conditions and state of the educational process in order to timely identify trends, as well as inconsistencies in the quality of student training;
development of proposals for the participation of public organizations in quality competitions.
3. Composition and structure of the quality laboratory (QL)
3.1. The composition of the LC is determined in accordance with a set of measures for the formation and development of a quality management system in an organization and the features of each stage of this process.
3.2. The composition of the LC is formed from among the most authoritative and qualified teaching staff and employees of the educational organization, approved by order of the head of the educational organization.
3.3. The chairman of the LC is approved by order of the director of the educational organization.
3.4. The secretary of the LC is elected from among its members at a meeting for a period of one academic year.
3.4. Meetings of the Quality Committee are held as needed, but at least once every six months.
4. Organization of activities
4.1. The LC carries out work according to a plan drawn up for the year and approved by the chairman of the body.
4.2. Decisions are made by a majority vote of the members of the LC with the participation of at least 2/3 of its members in voting. The organization of the work of the LC (preparing for meetings of the LC and bringing the decisions made by it to the attention of interested parties, monitoring the implementation of decisions) is carried out by the deputy chairman of the LC.
4.3. The minutes of the LC are kept by the chairman of the body.
4.4. The LC regularly (at least once a year), represented by the chairman, reports on its work to the public organization at the final pedagogical council (August).
5. Rights and responsibilities of LC
5.1. LC has the right:
5.1.1. Submit for discussion proposals in the field of formation of an education quality system.
5.1.2. Request and receive information in accordance with the regulations defined by the selected quality system model.
5.1.3. Review and discuss regulatory frameworks, tools and make recommendations to management on their approval and use.
5.1.6. Make proposals to management about sending employees for training to improve their qualifications in the field of quality systems at educational, methodological and scientific centers.
5.1.7. Make proposals for holding conferences and seminars on quality issues.
5.2. LC is responsible
5.2.1. The scope of responsibility of the members of the body is determined by these Regulations.
5.2.2. Members of the LC promptly analyze the results and develop solutions that help eliminate identified deficiencies in quality assurance in all areas of activity of the educational organization.
5.2.3.LC is responsible for a competent analysis of compliance of the formed quality system with the requirements
6. Quality laboratory documentation
6.1. Quality Guide
6.2. Regulations on the LC
6.3. LC work plan for the academic year
6.4. LC report for the academic year
6.5. Corrective and preventive action plan
6.6. Work plan for the group of internal audit auditors
6.7 Internal audit report
6.8. Minutes of meetings
6.9. Documented procedures
Task 6. Analyze the summary table of diagnostic materials of the level of formation of educational results (ULD, MUD) for compliance with your needs.
Help the listener!
Formation of universal educational activities in primary school: from action to thought. Assignment system: teacher's manual /
(A. G. Asmolov, G. V. Burmenskaya, I. A. Volodarskaya, etc.); edited by A. G. Asmolova. – M.: Education, 2010. – 159 p.
Personal universal actions
Humanitariandisciplines
Group work of students.
Task "Moral Sense"
11-15 l.
Formation of orientation towards the moral and ethical content of actions and events.
Humanitarian
disciplines
Group work followed by group discussion in class
Assignment “Code of Moral Standards”
11-15 l.
Discussion and development of a code of moral standards that should guide students in class when communicating with classmates.
Humanitarian
disciplines
Individual and group work.
Communicative universal learning activities
Cognitive universal learning activities Task “Working with metaphors”(A.E. Padalko, 1985)
11-15 l.
Formation of the ability to work with metaphors (the ability to understand the figurative meaning of expressions, understand and construct figures of speech based on hidden likening, figurative convergence of words).
Literature
Group 4-5 hours
The task “Composing words from elements according to the rule” (A.E. Padalko, 1985)
11-15 l.
Formation of the ability to construct words from individual elements (according to certain rules), formation of the ability to identify and compare strategies for solving a problem.
Literature
Group 4-5 hours
“The Missing Letter” (A.E. Padalko, 1985)
11-15 l
Formation of the ability to identify and compare strategies for solving a problem.
Literature
Group 4-5 hours
Task "Robinson and Ayrton"
11-15 l
Formation of the ability to evaluate facts, events, phenomena and processes using various criteria, and to identify cause-and-effect relationships.
Literature
Group 4-5 hours
Assignment "Empirical research"
14-15l.
Formation of the ability to conduct empirical research.
Literature
Group 4-5 hours
Task “Favorite programs”
13-15l.
Formation of the ability to conduct empirical research using the example of studying favorite television programs of class (group) students
Literature, etc.
Group 4-5 hours
Task “Choice of transport”
11-15 l
Formation of the ability to carry out empirical research.
Geography, etc.
Group 4-5 hours
Quest “Tenants of your house”
12-13 l
Developing the ability to carry out empirical research using the example of collecting information about the residents inhabiting your home.
Geography
Group 4-5 hours
Quest “Fairy-Tale Heroes”
14-15 l.
Formations to conduct theoretical research based on the analysis of fairy-tale characters.
Literature
Group 4-5 hours
Task “Dialogue with text”
(G.G. Granik, O.V. Soboleva, 1998)
11-12 l.
Formation of the ability to perceive a text as a single semantic whole based on mastering the technique of “dialogue with text”
Assignment “Learning to ask questions”
11-12 l.
Formation of the ability to ask questions to a literary text.
Literature
Work in pairs and groups.
Task “Titling the text”
11-15 l.
Formation of the ability to perceive the text as a single semantic whole and highlight the main idea, the semantic core of the text.
Humanities and natural sciences
Work individually and in groups
Task "Proverbs"
11-15 l.
Formation of the ability to understand the meaning of proverbs based on adequate perception of figurative meaning and metaphor.
Literature, history
Work in groups.
Quest "Epigraph"
11-15 l.
Developing the ability to highlight the concept (main idea) of a literary work using an epigraph.
Literature
Work individually and in groups
Task “Making a fairy tale”
11-14 l.
Development of the reader's imagination based on mastering the technique of composing an original text, developing interest in reading and books, mastering the technique of anticipation.
Literature
Work in groups.
Task “Understanding scientific text”
12-15 l.
Development of the ability to structure a scientific (cognitive) text and compose a short summary.
Humanities and natural sciences
Work individually and in groups
Assignment “Techniques for comprehending the test in introductory reading”
14-15 l.
Mastering techniques for comprehending a text, including techniques for posing a question and searching for an answer to it, posing a question-assumption, anticipating a plan of presentation, anticipating content, and recipitating (mentally returning to what was previously read).
Humanities and natural sciences
Work individually and in groups
Task “Putting questions to the text”
14-15 l.
Mastering the technique of asking questions to a text and drawing up a plan.
Humanities and natural sciences
Work individually and in groups
Tasks for mastering techniques for logical memorization of information extracted from texts
12-15 l
Mastering techniques for logical memorization of information extracted from texts.
Humanities and natural sciences
Work individually and in groups
Regulatory universal learning activities
7. Complete the Internship Satisfaction Survey
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A trainee salesperson is usually called those salespeople who are not yet ready to work completely independently. The internship process is designed to teach the seller the necessary knowledge, skills and abilities as quickly as possible and with minimal losses. Often, internships for newcomers are left to more experienced sales mentors.
Stages of a salesperson's internship.
As a rule, a salesperson's internship is divided into 2 stages:
- Training in a minimum set of knowledge and skills so that the trainee can begin independent work. This stage usually lasts from 2 to 7 days. In more complex sales, it may take 2 weeks, for example, in.
- Adaptation of sellers. At this stage, training occurs directly during work, the main goal is to instill a skill. For this you can.
It is important to understand that under no circumstances should an untrained salesperson be released into battle. This will lead to poor quality sales and high attrition from the internship. But at the same time, you can only learn to sell by practicing.
What should you teach the seller first?
In general, there is only so much knowledge a salesperson needs to master. But the problem is that this needs to be done right away and any gaps will reduce sales. Let's first look at what the seller should know:
- Information about the company where he works.
- Properties and benefits of the product to be sold.
- Competitive environment.
- Rules for working with clients adopted in a particular company, internal documentation
It is important to consider that staff training is a cyclical process and after you have trained trainees, their knowledge needs to be maintained and refreshed.
How does a salesperson internship work?
Training the seller should begin with the fact that he needs to tell him about the company he works for. Any salesperson must have confidence in the company and the product, and faith in the product begins with faith in the company. Tell us about the history of the company, what goals and objectives the company sets in the market. You should definitely pay attention to the company’s attitude towards the client.
After this, the sales trainee is immersed in the product. At this stage, the seller must learn what the property is and what the benefit is. Understand and learn the main properties and benefits of the product to be sold.
After the trainee salesperson has become familiar with what he has to sell, he is started. First, the agent must find out what they are needed for. This topic is very broad and you can spend a lot of time studying it. But the better the salesman's sales technique, the higher his results.
The next step is practice. It’s better to start with role-playing games in which the product is first sold to an intern, then the intern sells it. If a newbie can't sell in an office setting, he'll never sell in real life. Therefore, this stage is the most important.
As soon as the seller has learned how to sell in the office, he can be released to clients. It is important to work together with an experienced seller in the first days. As work progresses, it is necessary to give feedback on what the newbie does well and what needs to be improved.
After 3 days of working together, the seller almost always feels confident and does not require constant monitoring. However, a mentor should always be there to help if questions arise. It is worth noting that in the first month it is necessary to conduct an in-depth study of sales techniques, the product and conduct training on competitors.
The better you train sellers, the fewer problems there will be in future work. Often managers do not prioritize the learning process because there is a lot of ongoing work, this is a huge mistake. After all, untrained personnel create additional burden on the manager.
The student-trainee's workbook is the main document for recording his work at the training camp in the combat unit.
Before the training session, the student must carefully study the memo given in the notebook and become familiar with the procedure for maintaining the “Student Trainee Workbook”.
The notebook is filled out by the trainee student and the technical staff of the unit daily, carefully and only with ink or a ballpoint pen.
In the section “List of mandatory questions to be worked out or studied by a student intern during the training session,” the student enters the date of completion of the question specified in the list. If the same question is processed more than once, then all the dates for its completion are indicated. If the issue was worked out over a long period of time (participation in preparing aircraft for flights, performing routine maintenance), then the dates of these works are entered.
In the section “List of studied governing documents,” the student intern writes down the name and basic requirements of the governing documents he studied during the internship. Do not write secret information!
In the section “Working as a backup in the position of senior technician (technician) of the maintenance group,” the student trainee takes into account all the work he performs in the air squadron.
In the section “Working as an understudy in the position of senior technician (technician) of the group of routine maintenance”, the student-intern takes into account all the work he performs in the power engineering department.
The student-intern's work supervisor gives him a daily assessment for the quality of the work performed and puts his signature on it.
7. The correctness of the notebook is checked by the commander of the platoon of cadets (students) and the head of the training unit of the assembly.
8. After the end of the training session, the notebook is handed over to the cycle teacher responsible for the platoon.
2. REMINDER FOR STUDENT INTERNS
The training camp is the most important component of training and has the following goals:
consolidation of practical skills in the operation and military repair of aviation equipment;
acquiring the skills to independently perform the entire range of functional responsibilities of a senior technician (technician) of the maintenance and routine maintenance group;
familiarization with the forms and methods of party-political and educational work with personnel.
RESPONSIBILITIES OF A STUDENT INTERN
a) Before leaving for training camp:
clarify all unclear questions regarding the training fee during the cycle;
receive an individual assignment for special training from the teacher responsible for the platoon;
b) On the way.
The student along the route is subordinate to his department commander and all officials providing transportation of personnel.
The student is obliged:
Arrive at the meeting place exactly at the appointed time, having with you the necessary property and documents (passport, registration certificate, military ID, Komsomol ID (party ID, toiletries, sports uniform);