It would make mush more sense to establish a uniform approach to business throughout the organization and to provide centralized training programs (Robbins & Judge, 2009) to ensure that all of the House Handy outlets operate the same way and that new hires learn the way the organization does business instead of absorbing whatever they observe in each location. Assume you are the House Handy VP of Sales. How do you determine if you are getting a return on the money you invest in training the sales force? What specific items would you measure to make that determination?

The most direct way of measuring the return on investment of employee training programs would be simply to compare the performance output of the new members of the House Handy sales force before and after implementation of the new training program (George & Jones, 2008). In this case, the fact that there is currently no real employee training program provides the objective data that can detail the relative performance of new hires. In addition, it is...

supervisory and management positions) based on past records. The implementation of a new employee training program will allow the organization to compare those previous data to the data corresponding to the same variables for employees who have undergone a formal employee training process. As far as specific items for measurement and comparison, one would primarily want to measure sales volume and career progression between the two groups of employees over similar time periods. Finally, the increased revenue associated with (presumably) higher sales volume after the training program could be weighed against the cost of the training program.
References

George, J. And Jones, G. (2008). Understanding and Managing Organizational Behavior.

Upper Saddle River, NJ: Prentice Hall.

Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,

NJ: Prentice Hall.