A Comparative Study on the Training Programmes of Avon Cosmetics, Inc. and Hose of Sara Lee

Abstract

All organizations need to train their employees to perform better on the job. While most organizations devote their resources on training, other organizations do not recognize its importance. The cost of training and time involved impede its implementation. Most organizations enthrust the training of its employees to its personnel, while other opt to get the services of the outside training institutions. Without training, new employee will be caught unaware of the organization's demands.

Training, according to Perfecto Sison, is a carefully planned and handled effort of management, through competent instructors, to impart know-how. It seeks to develop the trainee’s skills, attitude, knowledge, and discipline. It also serves as morale-booster.

A kind of training most common among management is orientation training. It is the basic step towards one’s progress. It highlights the history of the organization, strategies on how to perform a task, policies and procedures, product information, and goals of the company.

Pioneers on direct selling in the Philippines are Avon Cosmetics Inc. (ACI) and the House of Sara Lee (HSL). They both offer products and personal services to customers. While there have been a number of direct selling companies like Herway Philippines, Mondragon Personal Sales Inc., Tupperware Philippines, Triumph International, Raffles and Co. Inc., these companies, however, do not offer formal sales training. Their approach is informal or one-on-one orientation.

This research entitled “A Comparative Study on the Training Programmes of Avon Cosmetics, Inc. and Hose of Sara Lee” seeks to find out the similarities and differences of the training programmes between the ACI and HSL based on the ten areas. Given the problem, “What are the similarities and differences of the training programmes of Avon Cosmetics, Inc. and House of Sara Lee?”, this research aims to meet the following objectives: (1) to describe the respective training programmes based on the trainer, objectives, training methods, techniques of instruction, program cost, interaction, content, sequence session, audio-visual aids, and physical arrangements; and (2) to compare the training programmes and determine the areas of similarities and differentiation.

The researcher employed participant observation research design and made use of comparison method in presenting her findings. The researcher focused on the unit of analysis, ACI Las Piñas Branch and HSL UN Branch. Information from lecture and training manuals were they primary sources of data. A checklist consisting the ten areas guided the observation of the researcher. A pilot study was conducted to test the ten areas, however, Herway Philippines-Edsa Pasay Branch failed to meet the ten criteria. Training sessions were documented through the tape recorder, without the trainers’ knowledge. The general approach in analysing data was qualitative comparison. Data were categorized through the use of Leslie Rae’s observation checklist. Multi-called and double-celled tables were constructed to point out the similarities and differences.

From the data gathered, findings showed that areas of similarities were the objectives and training methods, while the areas of differentiation were the trainer, training techniques, program cost, interaction, content, sequence session, audio visual aids and physical arrangements.

There had been two areas of similarities and eight areas of differentiation from the orientation training seminar, both of ACI and HSL. However, Sara Lee’s training module required amendments to better fulfill the needs of the prospective sales force. Avon had to continue improving their training programme for better quality.

It must be noted though that findings may not be conclusive through time and could only be applicable in ACI Las Piñas Branch and HSL UN Branch; moreover, findings were valid only during the preparation of this thesis (first quarter of 1994).