Sales Team Training Program Designer

Problem It Solves

Sales training often starts as a vague “we need a session” request: goals like “improve management capability,” a slide-heavy agenda, and only a satisfaction survey at the end. This skill treats sales team training design as an engineering problem. It starts by constraining audience, objective, duration, budget, and instructor resources, then derives course structure and evaluation evidence.

How It Works

It moves through a full training project workflow:
- Needs analysis: applies the Goldstein three-level model to organization, task, and person-level gaps.
- Learning objectives: uses the ABCD method to define audience, behavior, condition, and degree, avoiding vague words like “learn” or “master.”
- Course structure: supports ADDIE, agile training design, and the 6D model, letting projects choose a waterfall or iterative path.
- Materials planning: generates a checklist for facilitator guides, learner guides, decks, cases, exercises, and evaluation tools.
- Evaluation design: maps Kirkpatrick’s four levels to reaction, learning, behavior, and results indicators.

Boundaries

It fits sales, management, or service training projects with clear business goals, not generic copywriting. Users should provide audience size, budget, duration, format, and constraints; otherwise the output can be generic. Evaluation must be planned early, not added after the course ends.