Letter of Intent to Become a Training Manager

I want to be a Training Manager for Your Company because the Training Manager is a very important role in insuring the outcome of the future of this company.

When thinking about being a Training Manager it would be helpful if we knew what some of the items that a Training Manager is responsible for. We all know that they are responsible for insuring that the new MIT's know what they are doing before they go to a new store. They are also responsible to the company to insure that we get the best people through the training process and those that will not be able to handle the job be let go. During the first few weeks of training is the best time to be able to tell on whether or not someone will be able to work out in the company by if they are able to conform to company standards as well as how fast they are able to grasp instructions.

One of the hardest things to judge is whether or not someone will be able to handle their own store after a few weeks of training. This company puts a lot of demand on their Store Managers and we need to insure that those individuals that complete the training process are well aware of those demands and have actually felt some of them during training.

Some of the items that I believe a Training Manager is responsible for that may or may not be widely known would be that they need to insure that the best training is being given to each MIT or Manager that they train. If there is a better way to teach something then it is their responsibility to train that way. Not everyone learns the same way, some people are more hands on than others and some people you need to watch a lot more and stand right next to them a lot longer than others. This is because people learn at different paces and a good training manager would be able to see this in an individual and be able to determine what route of training would be best for them.

Another very important trait in a Training Manager is one that will tell the MIT's the truth. I believe that in any case you don't need to sugar coat their progress, their downfalls, or what they are doing right. We all know that the truth hurts, but it is the only way that you might be able to turn someone around that has all the potential in the world but just isn't implying any of it.

It is also important not to make a promise to an MIT or anyone for that matter and not follow through on it. I mean this by telling someone that they will get four weeks of training and turn around and give them one or two. I understand that the needs of the company come first and if they are needed elsewhere then they need to go, but how many MIT's that we have done that too last? Out of the average I would have to say one out of four that don't get the proper amount of training, or the proper type of training will last in any company. They will get upset with the company and end up quiting and then we are back in the same position that we started in, it just might be a few weeks or months later. They start out okay in the store and then they start having problems in food cost and in labor. Why is this you might ask. The answer is quite simple, improper training in these areas as well as inadequate follow up training in these areas. We might spend four weeks going over paperwork and making the product but if the MIT's don't sit there and understand the labor laws and rules then how can they be able to see when they need to cut the hours during the week. We need to insure that the MIT's see a store when business is booming and then turn around and see it when business is slow and you need to send employees home.

It is important to realize in part of the above that "when employees perceive that their psychological contracts have been breached or broken due to the failure of the organization to live up to its promises, their motivation and performance can