Reflective Essay: Training Program Development and Succession Planning

This reflective essay, written by Pieter van Ellewee, a Training and HR Manager at Rampar Trading, details his experience in designing and developing learning programs, specifically focusing on a succession planning initiative. The essay covers the context of the project, which involved training Area Managers, Store Managers, and Sales Assistants. It outlines the criteria used to identify candidates for management positions and the courses they undertook, including US114895. The essay analyzes the strengths and weaknesses of the training materials, discusses opportunities for improvement, and identifies threats such as language barriers and the shift towards digital resources. Furthermore, it highlights the critical cross-field outcomes achieved, such as problem-solving and ethical decision-making. In conclusion, the author emphasizes the importance of adaptable training materials and suggests enhancements to the training process, such as more in-store assessments and a dedicated training branch. The essay reflects on the success of the training program and its positive impact on the learners and the organization.

REFLECTIVE ESSAY – PIETER VAN ELLEWEE – ELO2 – DESIGN AND DEVELOP LEARNING
PROGRAMMES:
Introduction:
I am Pieter van Ellewee a Training and HR Manager for Rampar Trading. I have started with
the company in November 2013 and one of my main roles in my Portfolio is Skills
Development. I underwent the following two-unit stand courses in 2015 namely 123394
Design outcomes based learning programmes as well as 123401 Develop outcomes based
programmes. My total years of experience in the Skills Development field is almost 9 years. I
was tasked in 2014 by Management of Rampar Trading to conduct various Training
programs for Rampar Trading staff which were for Area Managers, Store Managers and
Sales Assistant Staff.
At the beginning of the year we started with our yearly strategies for training in 2017 and
we decided on a major Succession planning exercises for our Staff where our staff had to
under go certain courses to become the next managers, senior managers and area
managers in the company. We determine certain criteria and certain courses they need to
go through to be placed in this pool of employees when new vacancies arrived attached was
the criteria that we set down for these staff
What are my development objectives?Priority What activities do I need to undertake to achieve my objectives? What support/resources do I need to achieve my objectives Target date for achieving my objectives
Category C and D Sales Assistant low Induction Program including Sales Training Monthly Review Checklist and Sign Off by Manager 3 months
Category B Sales Assistant Med- low Sell Products to Customers in Whole Sale Training Course US 114900 Assesment completed after the Two Courses 6 months
Interact with Customers Course US 114903 Monthly Review Checklist and Sign Off by Manager
Category A Sales Assistant Med- High Resolve customer queries /complaints US 114911 Assesment completed after the Two Courses 12 months
Use language and communication US 1194600 Monthly Review Checklist and Sign Off by Manager
last 3 months Area Manager monthly review
Manager Category C and D Med High Effective Manager Course US14667 Monthly Review Checklist and Sign Off by Area Manager 9 months
Work with a range of patterns or Functions and solve problems US 9007 Assesment completed after the Four Courses
Receive stock US114896 Performance Management
Count stock for Stock take US 114891
Manager B Med High Adress Customer queries in Whole Sale Enviroment US 243712 Monthly Review Checklist and Sign Off by Area Manager 12 months
Uplift stock for return US 243581 Assesment completed after the Two Courses
Performance Management
Manager A High - Med Define the Core Concepts of the wholesale and retail Enviroment US114895 Monthly Review Checklist and Sign Off by Area Manager 12 months
Maintain a Safe and secure wholesale and retail enviroment US 114912 Assesment completed after the Four Courses
Work with a range of patterns or Functions and solve problems US 9007 Performance Management
Take Orders from Customers US 243680 last 6 months Operations Manager monthly review
Area Manager High Plan Self Development US 117900 Monthly Review Checklist and Sign Off by Operations Manager 12 months
Stock Management Assesment completed after the Four Courses
Cash management
HR / IR Management
Review Date:
This succession plan is to identify out of our existing staff members a pool of candidates
which is eligible to become our new area managers as well as new store managers and
create a hierarchy for our sales staff that join the company.
• Also building leadership pipeline / talent pool to ensure leadership continuity.
• Developing potential successors in ways that best fit their strengths.
• Identifying the best candidates for categories of positions.

• Concentrating resources on the talent development process a greater return in
investment.
Succession planning recognizes that some jobs are the lifeblood of the organization and too
critical to be left vacant or filled by any but the best qualified persons. Effectively done,
succession planning is critical to mission success and creates effective process for
recognizing, developing and retaining top leadership talent. For a Successful succession plan
we need to determine the criteria to identify our candidates and the only way we can do it is
to classify our stores to determine the hierarchy. We started with our Category A Managers
and the first course in their category that I had to the develop was an existing Unit Standard
namely US114895 Define the core concepts of the wholesale and retail environment. I look
at the requirements of the Unit standard which is
 This unit standard is intended for new entrants into the wholesale and retail sector.
Persons credited with this unit standard will be able to describe the different market
segments, customer profiles and buying habits applicable to the industry.
 They will also be able to identify the target market of the organisation, in which they
work.
 These persons will also be able to identify the different functional departments in an
outlet and their main functions in respect of the flow of stock/cash through the
business.
 They will also be able to explain the environment in which business operates in
respect to applicable legislation and shrinkage and losses
I designed and develop the material for the course as well as the assessment criteria etc.
Strengths:
When looking at the material there is various advantages that can be listed. Some of them
are:
These materials grow communicative ability; In the retail environment communication
including language skills as well as business-related skills have become to be apparent as the
fundamentals that are equally important to all adult learning Yet, verbal capability needs to
be combined with socio-linguistic competence and with practical competence. The manual
focus on task solving, analysing evidences and figures, understanding information and
solving dilemmas in the retail environment. This manual can be flexible. This manual was
designed in the way that they can be tailored for our store staff, contingent on the level of
the staff, and different learning objects. This material provides the building blocks for the
administration of the courses as a social interface and a basis for compromise between all
the relevant stakeholders
Weaknesses:
These materials are not based on all the skills audits that were conducted and look to cater
in general for the group to address the exit level outcomes. Also provide insufficient detail.
These material tasks are overgeneralized and not inspiring for learners.

Opportunities:
Consistency of the course content. - when using various learning methods learners must
look for material, assess its appropriateness and select the most applicable. With too much
information available in various sources, it may be a challenging and laborious task that not
every learner wants to start. Besides, both learners and facilitator may use diverse
foundations and as a result find different information. This may be problematic when
assessing the knowledge. It also describes what requirements to be trained what as well will
be assessed at the close of the course. Additionally, differences in learning styles cannot be
ignored.
Threats:
Because the material is in English it is not for most of the learners their first language which
can be a threat. The next threat is most companies want to go green and want to eliminate
that manuals must be printed, and technology must rather be used for instance mailing
material to them and utilising electronic versions or rather utilising technology methods like
smartphones, tablets etc.
Critical Cross Fields outcomes:
After the completion of the training programs I was able to prepare and plan for the
development and develop learning materials for the training purposes. I also developed the
guidelines related to the learning facilitation including the evaluation and piloting the
development related activities and actions. I learnt how to draft the outcomes related to the
knowledge gathered during these programmes and conduct analysis in designing the
knowledge and learnings gathering. Thereafter, including all these outcomes I get to know
about drafting designing and development of the learning programmes for the training
criteria. These learnings and knowledge gained during these courses would help in
executing these objectives to the Ramper for the enhancement of the planning exercise for
the existing and new employees of the organization. These courses were beneficial for me
understanding all aspects related to the training and thus enhance my personal
development. The CCFO related to these courses also includes solving and identifying
problems and based on these data make ethical decisions those are favourable for the
individuals indulge in the same room of service. This had also enhanced my personality and
behaviour in manner to be an enhanced person with better decision making and more
responsibility.
Conclusions:
Despite an extensive variety of other resources, the training manual still inclines to be the
key learning support. The ability to adapt and supplement materials may be vital for the
success of the learning process, particularly in cases when the needs of the learners are very
precisely defined. Well more sessions and spend longer time in a store to assess the
manager. Maybe a training branch where we can send our managers to before they go out
to the branches to complete a training program and with regular assessments. With these

materials the training was successful, and all learners are equipped, and the outcomes was
successfully achieved