Monument Group Focused On Training and Development

INDIANAPOLIS - Jan. 5, 2015 - PRLog -- “Our firm’s approach to development involves a progressive training strategy that provides our new associates with the opportunities to learn one-on-one with our more experienced professionals,” explained Jennifer, the firm’s director of operations. “These relationships ensure that people learn what they need to succeed in our industry, and they do so in a personally relevant way that allows individuals to integrate their unique skills and talents with our methods.”

Jennifer takes pride in the fact that her firm invests so heavily into the success of each new team member, and is certain that proper coaching and guidance are the secrets to her organization’s success. “Our unique, customized approach to onboarding new brand ambassadors gives them the support they need to build confidence in their own abilities as well as our business model, producing a highly efficient team that can execute world-class promotional campaigns reflecting the latest trends and marketing research.”

The current program is self-driven, allowing team members to develop at their own pace. Their work ethic and perseverance determine how quickly they finish their training, which in turn acclimates them to the merit-based promotion system that Monument Group uses. “We promote based on results and effort, so we integrate those ideals from the very beginning,” Jennifer said.

Monument Group on the Importance of Promoting Professional Development

“A number of business owners make the mistake of thinking that training and development initiatives are optional,” proclaimed Jennifer. “They don’t realize just how detrimental that opinion can be to both short-term and long-term goals.” Rather than an expense, Jennifer believes training should be considered an investment just like any other, with the expectation of a return that is both measurable and profitable.

For this to become a reality, it is useful to ask a few questions about a training program both before and after it is implemented, according to the director. “What do I want people to get from this? What do I want out of it? What is going to change about my people and/or my business as a result of these training efforts? These are all questions that should be addressed,” Jennifer shared. She also added a word of caution, saying, “These are not easy questions to answer. It will take time to work through them, and it requires leaders to think more in terms of process than end product. This is counterintuitive for many.”

When working through these questions it is inevitable that strengths and weaknesses within the organization will be uncovered, which, according to Jennifer, is exactly the point. In this way, a development initiative is sure to produce the type of thinking and behavior that will help an organization address any weaknesses while continuing to capitalize on strengths. “We work in an extremely competitive business environment today. Companies can’t afford to remain static; they have to learn and move forward. That means their people have to continually learn and develop.”