Thank you for your time.
The following are my impressions of the sample case.
1. What I felt
■ The budget is small for the number of people who will be learning.
■ The ultimate goal of "achieving sales goals" and the scope of responsibility of this material, "motivating salespeople," are directly linked (there is a gap in the recognition of the gap between the current situation and the goal, i.e., A in ADDIE is wrong).
■ Motivational "attitudinal goals" are learned (nurtured? developed?) through e-learning, which is distance learning. Develop?) In other words, A in ADDIE is wrong.
■ The issue is not the salespeople but the ability of managers and general managers to develop subordinates (coaching skills).
■ The lack of vitality in sales is also a problem with the personnel system and evaluation system, such as automatic and uniform promotion (a problem that cannot be solved by education).
2. questions
■ Isn't the existing sales skills training well developed but not well utilized (not designed as a whole)?
■ What is the scope of responsibility for each training program?
■ How does the promotion system work after promotion to chief? What kind of career ladder is there?
■ Aren't we selecting "vibrant people" when we appoint people in the first place? Is there such a thing as a competency?
3. What needs to be resolved
■ When e-learning is conducted at home on a loaned computer, groupware cannot be used, so it is necessary to unlock the computer and take security measures (it is impossible to introduce another LMS in a short period of time and with this budget).
■ Use of existing content to achieve low budget
■ HR system that links performance and evaluation, and career path presentation for salespeople (not in the scope of this e-learning)