Running head: INTERN ONBOARDING TRAINING PROGRAM PLAN
Intern Onboarding Training Program Plan
Alison Chateauneuf
AET 570
March 16, 2015
Randy Howell
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INTERN ONBOARDING TRAINING PROGRAM PLAN
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Intern Onboarding Training Program Plan
Part I – Training Program Description
This training program plan is designed to fill a current gap in the onboarding process for
our organizations training internships. The internships we offer are meant to groom the next
generation of trainers of our call center staff. In our current state, we do not have any onboarding
plans for these candidates. This plan will provide a training onboarding program that will
provide a solid knowledge base for these candidates, based upon the direction the team is
currently moving. The onboarding program will take place over the first week the intern is with
the training team. Three very clear goals have been set for this program. The first goal is to
develop the intern’s facilitation and classroom management skills in a group setting. The second
goal is for interns to identify learning theories used within the organization. The third goal is for
interns to describe the daily functions and expectations of a trainer within the organization. In
order to achieve these goals, a strong set of objectives will be put into place. The objectives of
the program will be as follows:

Given a trainer’s job progression framework, the interns will be able to fully
complete a SWOT analysis that determines their strength’s and area’s for
development

Given the book “Teaching at its Best” (Nilson, 2010), interns will be able to
identify five behaviors of successful classroom management.

Given the book “Teach like a champion” (Lemov, 2010), interns will add three
techniques to their teaching style in order to ensure classroom management.

Through a Role Play activity, interns will be able to manage disruptive students
effectively 75% of the time.
INTERN ONBOARDING TRAINING PROGRAM PLAN
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Using a specific curriculum module, interns will practice preparing and presenting
in the classroom, using the knowledge they have gained in reading the books
listed above.

Given a list of Bloom’s Taxonomy Verbs, interns will accurately create a chart
with six learning objectives that can be used for one of the courses they have been
assigned.

After completing the above activities and readings listed above, interns will create
a presentation regarding the information they have learned and present it as a
review activity.
Part II- Needs Analysis
In January of 2015, a virtual group session was held between training management and
trainers representing all five call centers and the two sales centers. During these sessions it was
identified that there is currently no program in place to onboard training interns. The training
internship is a developmental role within the organization that aims to groom the next trainer for
the location they work out of. During this group session, it was noted that five interns across the
network for the call centers and two interns across the network for the sales centers would be
brought onboard between February and March of 2015. The concern arises out of the fact that no
current training program to prepare these interns for their role exists. The training organization
prides itself on the use of many different teaching techniques that interns have to learn and use
during facilitation. It has been determined that in order to ensure the interns are prepared for the
standards we are required to uphold in the classroom, an onboarding program is needed.
In order to get a better picture as to what the current internship program looks and feels
like from the perspective of those who have served in the role, interviews were conducted with
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three former interns. During the interview sessions, each intern expressed a different experience
as far as how much they felt they got out of the role. All three agreed that the role felt
unstructured and as if they were thrown into the classroom with little guidance. Two of the three
expressed that they quickly adapted and enjoyed the time the spent in the classroom, while one
expressed frustration that more preparation had not been given and had a hard time overcoming
embarrassment as they felt they were not as prepared as they should have been to go in front of a
classroom. Ultimately, there was no consistency in the intern’s experience.
Lastly, we used level zero questionnaires to gauge the opinions of the participants in the
classroom of their facilitators, including the interns. Questions posed included those about how
the participants felt each instructor presented themselves in the classroom, how prepared they felt
the instructor was, what kind of grasp did the instructor have on the materials presented, and how
engaged they felt the instructor kept them during classroom training. The results of the level zero
evaluations indicated that those who served in internships scored a full point and a half below the
regular instructors in presentation and a full three points below regular facilitators in
preparedness and grasp on material. It is expected that the interns would come in slightly lower
on the ten point scale, but the three point differential is alarming and points to the need for more
strategic and consistent onboarding for the interns.
INTERN ONBOARDING TRAINING PROGRAM PLAN
Part III- Budget
Budget Items
Personnel
Instructors/Facilitators
(1 Facilitator @ $30 hr. x 37.5 hrs.)
Interns Salary
(1 intern @ $18hr. x 37.5 hrs.)
Benefits
Instructors/Facilitators (per wk.)
Interns (per wk.)
External Staff
Insurance Administrative Assistants
(1 admin @ $15 hr. x 2 hrs.)
Materials
Copying
Printing
Design
Textbooks
Technical Support
Learning Management System
Helpdesk Access/Troubleshooting
Website/internet costs
Equipment
Laptops (1 per intern)
Projectors (Bulbs)
Travel
Facilities
Training Rooms
Food
Office Supplies
Miscellaneous
TOTAL EXPENSES
Call Center Management Budget
Participant Fees
Training Management Budget
Parent Company
TOTAL INCOME
Expenses per intern
$1125
$675
$57
$57
$30
$25
$250
$90
$65 *based on current prices
$0 *already in place
$60
$0 *company provided
$550
$350
$0 *all parties on site
$0 *company property
$30 *welcome lunch
$75
$30
$3469
Income
$1587
$0
$1822
$60
$3469
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Part IV- Staffing Plan
When assessing the staffing need to carry out this program, there are a few things that
need to be considered. The first thing that needs to be considered when bringing on the interns
that will be participating in this onboarding is what staff will be needed to carry out the training.
Each of the call center locations that have been granted an intern slot, will need to make sure
they have one trainer available to facilitate this program. The trainer will need to be experienced
and up to date on the direction that the organization is moving. They also need to be able to
understand the current learning theories that are important to the organization. A full year of
tenure or more in the role is preferable so that the trainer is not still going through their own
onboarding process and can focus on the interns. The next thing to be considered will be the time
requirement involved in successfully onboarding the interns. The trainer assigned to this will
need to dedicate a full 37.5 hour work week to the onboarding program. They then will need to
observe the interns performance for at least 75 hours during the initial weeks they are with the
department so that they can provide feedback accordingly. Additional internal resources are
available in the form of the second trainer on site in the call center who can also fill in portions
of the content and provide observations. External resources come in the form of the virtual team.
These external sources help to fill a gap in availability and any knowledge of the on-site trainers.
Interns may be asked to reach out to a team member who is not on site to complete certain
projects. These team members are available on an as needed basis. The overall success of the
staff in onboarding the interns will be evaluated based upon how quickly the interns are able to
successfully facilitate a class from beginning to end, while meeting all the requirements for
incorporating learning styles and using teaching techniques from Lemov’s (2012) Teach Like A
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Champion Book. These evaluations will be conducted by training management either on site or
via video observation.
Part V- Stakeholders and Goals
Stakeholders
Partnership goal
Call Center Management
To temporarily increase training
staff in order to successfully
onboard multiple classes of new
hires at the same time
Training Team Management
To relieve the stress of back to
back and double classes on the
current training staff and ensure
retention
Scheduling Analysts
To maintain service levels by
making hiring goals
Specialty Team Groups
To develop their people by
landing them in intern roles
within the training organization
Human Resources
To ensure that professionalism
and control is maintained in the
classroom at all times and that
employees are retained
Ways to build support
Show a full disclosure of who
will be training their new hire
classes as well as what content
they will be in charge of so that
the process can be transparent
Prove to them that this program
is worth the time and effort by
increasing the awareness of
incoming interns and getting
them on pace faster than
before. This ensures a smooth
transition into the classroom
environment and sets them up
for success. The new hires
notice less of a difference in
facilitation styles and the interns
fit seamlessly into the
classroom.
Bring in scheduled classes on
time and ensure that content is
managed so that the classes
meet their live dates
Bring in high performers to the
intern roles from specialty
teams so that they can see
development which is shown to
lead to a minimum of another
year retention of the employee,
or permanent promotion. This
encourages others to join the
specialty teams as they see the
opportunities these teams are
granted to develop their careers
Use the onboarding program to
reinforce professional behavior
in the classroom and how to
manage issue with those who
are not acting appropriately.
This will translate back into their
regular roles, creating a more
knowledgeable workforce
overall.
INTERN ONBOARDING TRAINING PROGRAM PLAN
Part VI- Communication Plan
Marketing Logo and Slogan
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Fact Sheet
Fact
Sheet
Why apply for a training internship?
Our Training organization prides itself on having one of the best insurance
onboarding programs in the industry. In order to be one of the best, we have to
make sure we are on top of industry trends and developing ourselves constantly
within our roles. Becoming an intern on this team can open up many doors to new
and exciting career opportunities within the organization.
What types of careers can I use this as a development opportunity for?
Training Delivery
Instructional Designer
Continuous Improvement Business Analyst
Coach
Call Center Supervisor
Field Trainer
Sales Center Trainer
Customer Advocate
What’s in it for me?
If Training is truly your calling, then you have an opportunity to learn from
trainers who are passionate, dedicated, and fully committed to the learning
profession. You will not only gain firsthand knowledge of what the company is
looking for in its trainers, but experience that you can pull from when you
interview for higher positions within the team. You will be provided with an inside
look into the latest learning theories that are being used in our training programs.
You will also gain experience in working with and partnering with call center
management in order to ensure that new hires successfully transition from training
to the call center floor. You will get an opportunity to see the process from
interview and hiring decisions to completion of the training and the 90 day post
training transition.
So we are asking you……….Are you our missing piece?
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Benefits and Promotional Materials
The benefits of this training plan will include several components. The first will be an
insight into learning theories that under normal circumstances an intern may not have access to.
They will benefit from the knowledge and experience their mentors have gained through many
developmental learning sessions. They will learn how to train intergenerational groups within a
corporate environment first hand, gaining experience facilitating in front of a group of up to 20
people. The interns will also benefit in gaining hands on experience using several of the 49
classroom techniques used in Lemov’s (2010) Teach like a Champion book. With the goal of the
program being to develop the next possible trainer for each site within the call center
organization, this will get their foot in the door and get their name out there amongst training
organization management.
Another important aspect of this program is the management component that is included
in the training role. Trainers within the call centers are considered to be a part of the leadership
team. They work hand in hand with supervisors and their managers to ensure that the best
people are hired into the organization and that they successfully transition into their role. The
development in management can open up many doors to other career options, not just those of a
trainer. Participating in a program that can give an intern such benefits is an important selling
point for this program. Allowing them to see how many different doors an internship with the
training department can open will be key in attracting talent initially. In order to keep the talent
interested in options opening within the training organization, listing all the different jobs that
occur within the role of the organization directly related to training will be important. Many
interns have no idea as to what types of opportunities are available within the company or what
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those job classifications do. Allowing them to see that there is more parts to training than simply
new hire delivery could be eye opening and a huge driver in talent retention for the company.
This program will be promoted through print and email campaigns. The printed version
of the fact sheet will be posted on each supervisor’s team huddle board. In addition there will be
signs posted in the break room on the bulletin board. An e-mail campaign designed with the “Are
you our missing piece?” slogan will be sent out directing them to a fact sheet near them for more
details about why they should consider applying for an internship with the training department.
This marketing campaign will be minimal in cost and is included in the budget under Copying,
Printing, and Design.
Part VII-Program Evaluation
The training mentor from each site will be responsible for conducting several evaluations
over the course of the internship. Once the required data is collected and analyzed for each site, it
will be brought to the training manager in order to compile and come up with a final overall
result for the program. The training manager will present the results at the quarterly team
meeting and determine the success and opportunities within the program. The results will be
used to make the necessary changes to the program in order to meet our ultimate goal of
developing the next generation of trainers for the call centers.
The interns will be held to two separate business related goals. The first is new hire
performance metrics. These goals will consist of the overall average handle time, after call work
time, outbound call percentage, availability, leads to bind, overall leads to call percentage, and
average quality score for each new hire. A baseline goal will be set and success will be
measured in 70% or more of the new hire class facilitated by the intern is meeting this goal. The
goal for actual trainers is 80%. This metric is adjusted to account for the intern’s inexperience
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and provides the cushion for the learning curve that will occur. This metric can be graduated
upwards depending on how long the intern is with the department.
The second measurement will be based off of a facilitator observation form. The
facilitator observation form lists facilitation behaviors and techniques that are expected to be
displayed in the classroom. This form will be filled out by the training mentor during a
classroom observation. Each intern will have an observation performed at the beginning, middle
and end of the internship. This will provide three scores that will be averaged together to give an
overall total. This is similar to quarterly observations performed by training management on
trainers who are in the actual role.
An additional level 1 evaluation of the overall program will be sent to each intern at the
conclusion of the program to obtain detailed feedback on the program itself. This feedback will
be sent directly to the training director who will keep the results anonymous and present all the
feedback as a whole during the quarterly team meeting.
Conclusion
This program has been put together with the intention of making our internship program
one of the most organized and successful in the organization. We will gain reserves of talent that
will be available should something happen to a current trainer, an additional role were to open
up, or if a trainer were to get promoted out of the position. We have already seen success in
hiring people have previously served as interns, however their development took over a year.
This program will provide us with people who are ready to step into the role and succeed
immediately, with minimal guidance and effort on the part of their manager. This has the
potential to be a huge win for the organization.
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References
Lemov, D. (2010). Teach like a champion: 49 techniques that put students on the path to college.
(1st ed). Jossey-Bass.
Nilson, L. (2010). Teaching at its best: A research-based resource for college instructors. (3rd
ed). Jossey-Bass.