Training Directive 2012 – Supplementary 20th July 2012

Training Directive 2012 – Supplementary 20^th July 2012

In the beginning of 2012, with the support and participation of the 4 team leaders KL, Jason and Andy, plus Division Director Casey Lim, CLMD embarked on a training initiative in 2012 that was primarily designed to achieve the purpose of:

1. Mass training of all associates to cover all aspects of real estate from Project Launches, Resale, HDB, and Commercial/Industrial.
2. Secondly, to immerse all incoming associates into an environment that has existing successful senior associates, evidence to them being that they too will get there very soon.
3. To drive recruitment numbers for the whole division, by centralizing the training and mentorship functions such that even young managers would be able to bring in new associates.
4. To instill a new culture of openness and sharing in the Division whereby associates/managers assist and supplement each other in their work.

Each “Cycle” was scheduled to run for:

7 weeks in Projects,

2 weeks in Resale

2 weeks in HDB

5 weeks in Commercial/Industrial

Currently, Cycle 1 has just completed their training, and they together with the new batch have begun Cycle 2.  The success of the Cycle 1 has thus led to the opportunity to scale up the Training Directive to include the next level of operations.

Cycle 1 has brought about 2 new dimensions, namely:

1. An Esprit de Corp amongst the Cycle trainees
2. A ready cadre of trained associates to take out team level projects

Within the current system of Huttons Asia Pte Ltd, the strength of the company lies in project sales, as such, it is the easiest route for new incoming associates to build their business within.  There are essentially 2 ways that this works, firstly by “hyping”, whereby associates have free reign over their choice of projects and time that they operate.  The second is the time and location bound “core team”.

The difficulties faced when training the 2 types clearly are that “hypers” will have no fixed operating location; hence they will be much harder to train collectively.  The “core team” on the other hand if led personally by a team leader will provide direct mentorship, and collective training, and sales activities in the field for the duration of the project. 

This is where I believe the next phase must unfold towards.

Building on the strong Esprit de Corp amongst the new associates and the cadre of trained associates from Cycle 1, I propose that the next step of the training directive of 2012 move towards action in the field taking the following:

Form: (Project X)

1. For associates in CLMD to be collectively led and organized by the team leaders to step forward first as Group Leaders (GL), leading a collective of new associates from the Division in project core teams within the GL’s targeted Project GTA.
2. As the skill competency and results of the associates gets built up, they will then be seeded into new projects as GLs, again with CLMD associates forming the supporting core team.
3. To ultimately work projects as a close unit whereby specialized tasks and training are then possible to achieve greater results for the whole division.
4. The support functions from CLMD HQ will include training, research, marketing channels, manpower allocation, etc to field teams to ensure their rapid success.

Intention: (Project X)

1.       To first chart and plot a systematic process whereby associates are supported and groomed into their future roles as GLs, and then to further enhance and support their development (“Assisted Path”) into CGL, 2IC, and then finally as Project ICs, all the while assisting them to recruit and build their own business groups.

2.       To build up a large collective “result”, by focus in Projects such that the Division’s results and momentum generate the results that creates a self sustaining driver for recruitment, and leadership building.

3.       To provide an activity platform where associates learn on the job direct from their mentors.

4.       As part of a 5 year training and recruitment investment into team building, to quickly develop the existing cadre of new associates into successful young managers, and the build many more success stories as part of our larger end goal in the real estate business.

Moving forward, this Training Directive 2012 – Supplementary is intended to work in conjuncture with CLMD Training Directive 2012.  The base key to this is first and foremost to provide a training platform for ALL associates in the Division.  From this training cadre, individual team leaders will then be free to formulate business plans that can draw on this pool of trained salespersons.

Associates, who have completed Project “X”, will have an experience and results level that would surpass and complement the existing cadres who are in the basic training cycles.  This talent pool is also available for team leaders to enroll into CLMD Real Estate Business Projects.

Best Regards,
 

Mervin Tang

Marketing Manager
Division Lead Trainer, Project Sales

CEA Reg No. : R030951Z
Huttons Asia Pte Ltd
Mobile: (65) 9184 0208 
Website: http://www.sgrealestate.sg/
Sales Enquiry: mervintang@SGrealestate.sg

Discussions: http://sg-realestate-sg.blogspot.com/