One of the common requirements of each role that has been outlined is that in order to achieve the highest degree of proficiency there should be a structured methodology of training which will include on the job training where the incumbent is mentored by a qualified and experienced more senior specialist who in turn has had exposure to effective training methods and performance management techniques. Ideally as the trainee progresses they will take on the responsibility for a small section of their department in order to gain the confidence and skills that will stand them in good stead going forward and also serve as a contingency in the event of the loss of senior personnel.
Coupled to on the job training is the formal classroom style lecturing as is necessary and can be performed by either internal or external tutors who will provide the theory that is matched to that which has been learnt on the job. This is of great importance as it is not uncommon that with on the job training exclusively the poor habits of the trainer are frequently transferred downwards.
Equally important is for new appointees to have an understanding and appreciation of the roles of their counterparts in other areas of the business. In order for this to be achieved they should spend adequate time attached to specialists in other fields. An example would be where a buyer in training would need to spend time in stores interacting with customers, at suppliers, with merchandisers, technologists, the marketing team and packaging specialists, in the warehouse and with the logistical experts including forwarding agents. These attachments should be well thought out with specific objectives in mind and followed up in formal reviews in front of a panel of experts from each area who test their understanding. An independent representative from human resources should also be present to ensure that the consistency of standards applied across the business is maintained and the assessment is objective without any personal bias of trainers subjectively influencing the conclusions either positively or negatively.
Overall, in order to guarantee the creation of professional teams is that the training needs to be consistent and that the outcomes deliver broadly the same standard of qualified appointees. An outstanding illustration of this is where the customer enjoys the same high level of service from sales personnel in whatever store they frequent or suppliers enjoy similar levels of proficiency across different buying teams.