Discover the secrets that can make good training great!!
A Simple Structure to Deliver Training
- What is your purpose – What is your role? ie facilitator, trainer.
- Qualifications and Experience to Deliver Program - What are your qualifications? Have you created or facilitated a similar program? What can you draw from that experience?
- Agreements of Group - What fundamental agreements or groundrules need to be established to ensure successful training? eg. punctuality, fun, one person talking at a time.
- Relevance - How is the training of interest or importance to the participants.
- What do the participants know about this training? Have they been involved in this type of training before and from what experiences can they draw?
- Purpose - What is the purpose of the training for the participants and the organisation?
- Develop Rapport with Participants - Contact the participants prior to the training to stimulate interest and ‘break the ice’.
- Needs - What are the needs of the participants? How will this training meet their needs? A full needs analysis will need to be completed prior to program delivery.
- Qualifications and Experience - What level of management do these participants belong? Have they experienced training before? What terms, jargon, language will be understood by this group?
- Housekeeping - Advise breaks, bathrooms, refreshments and saftey procedures.
- What are the goals/outcomes of the training? Establish participants goals/outcomes.
- What key areas will you cover? Give participants an outline of the key areas.
- What you will be doing differently. How this training is different to others or what is the process you will use.
- Reinforce concepts using - – personal experience, facts, statistics, examples, illustrations, analogies, anecdotes, mental pictures, repetition and restatement. Use real life examples that relate to participants’ workplace.
- Why have you chosen this type of training? Why is it the most appropriate?
- Why have these participants been selected?
- WIIFM (What’s in it for me) - Do participants understand direct benefits they will experience and gain at training completion?
- What sort of strategies and resources will you need to ensure that your audience achieves the “what” which you have defined?
- Pitch training to match participants’ experience and qualifications.
- Draw on participants’ experience where possible and integrate these capabilities.
- “Check in – at different stages of training to ensure you are achieving the results by reviewing the agreed goals.
Manage the Group:
- Manage discussions – ensure all discussions are relevant and do not go over time. Use tools to curb irrelevant discussion.
- Resistance – use strategies to lower the barrier to learning.
- Give the group responsibility to help enforce housekeeping rules and group agreements.
- Establish a parking bay for questions that you or participants want to cover later. Ask the group to take responsibility for these.
When & Where...
- What is the optimal time length for training? What time management mechanisms can you put in place to ensure this is adhered to?
- Know when to start and stop. What topics are likely to generate discussion, what key points need time for group work?
- Know the venue – appropriate size, acoustics, flexible furniture, lightness/darkness of room, location of power points, light switches, air-conditioning, bathroom facilities, contact person if problems with venue.
- Know your presentation equipment – what type of equipment you need, how the equipment works, where equipment can be located in an emergency.
- Prepare for the unexpected. Ensure you have contingency plans for all your resource and presentation material.
- Review goals – explain how the goals have been achieved.
- Tie in to workplace. Where can participants use these skills?
- Offer assistance post training.
- Conduct evaluation procedure.
Thank participants for their participation – and congratulate them for achieving goals and adhering to agreements.
The Knowledge Economy ... So what?
How do you put a price on an idea? And anyway who’s idea was it? What does an idea look like? And how can I buy one? These questions are but just a drop in the bucket of the new Knowledge Economy.
Where we once made a living selling wheat, cars, fuels and steel there is a new kid on the block……..ideas.
This new economy sells and buys, ideas. We now produce knowledge, bundle it up and sell it as an idea.Bill Gates doesn’t sell tangible goods he owns knowledge and lots of it!
Alistair Rylatt a member of the Australian Institute of Training and Development supports this statement, ’We only need to spend ten minutes on the web to understand that we have entered a totally new time zone of human evolution. Advances in technology and the better use of knowledge based systems has meant a fundamental change in how discovery occurs.’
This puts an automatic expiry date on knowledge, it forces each one of us to see knowledge transfer as each persons responsibility rather then a right.
It means we can no longer hang on to our tertiary qualifications like a prized possession that gets placed behind glass and kept in pristine condition, rather it is one cobble stone on the road to a life of learning. When we stop learning, stop acquiring new knowledge we stop earning money. So where to from here?
The key to success in this new and fast paced economy is the continual building and constant rejuvenation of these resources.
It’s time people to put our thinking caps on!
Benchmarking in the Call Centre Industry - benchmarking or benchsitting?
The call centre industry continues to be one of the fastest growing industries in the world. The cue has been given for management to maintain and keep pace with this growth with Best in Class (BIC) performance.
For an organisation to maintain a competitive edge, to maximise profitability and efficiency it must be up there with the best.
When an organisation measures its own business processes against those that have been identified as BIC it can readily identify opportunities for improvement.
Whether large or small, old or new, in the competitive call centre industry it is vital for an organisation to know where it sits with regard to world’s best practices.
Benchmarking is the comparison and measurement of the four P’s; practices, policies, philosophies and performance measures against those of high performing organisations world-wide.
Through benchmarking an organisation’s management team is able to clarify the organisations strategies and objectives across a broad range of call centre operations.
Benchmarking coaxes managers into regularly reviewing all areas of performance and not just productivity outputs.
The qualitative nature of benchmarking surveys and reports make them particularly beneficial. Dennis Sanner manager of benchmarking services with the AQC, told Telcall magazine in May 2000, ‘The benchmarking studies and networks that AQC run are more qualitative in the sense that we’re really benchmarking processes or methods that other organisations are using rather then just the end results.’
More and more organisations are seeing the real benefits of participating in benchmarking activities and credit it’s existence for helping them to not only see the ‘bar’ but to jump over it to success.
|Satisfying Customer Service Agents - Call Centres
With a 22% turnover rate across the call centre industry signifies the high levels of job dissatisfaction with working in call centres. This can be linked directly to poor performance appraisal and measurement systems and HR policies that fail to address the roots of high staff turnovers.
Gone are the days where a call centre was seen as an overhead that simply takes orders and handles complaints.
Call centres are one of a company’s greatest assets. Maximising the potential of your call centre significantly increases its ability to reach its true profitability.
Traditionally performance measures have been based on quantity such as call volumes, this results in reduced staff empowerment, quality and customer problem resolution issues.
The call centre of today needs to focus their key performance criteria on quality allowing empowered employees to maximise the value of every customer interaction, ensuring the call centre becomes a profit making asset. So how can we turn it around?
Companies should undertake a staff diagnostic survey to uncover weak HR and performance management practices.
The survey needs to be tailored to individual companies but in general cover the following issues:
- Leadership and management styles
- Communication and the flow of information
- Organisational commitment
- Work stress and work load
- Internal customer service
- Job satisfaction
Trust in management
A management consultant can help you on the road to maximising your call centre profitability and remember, a satisfied CSR creates hundreds more satisfied customers than the company had before!
|Handling Complaint Calls - Ten Seconds and Counting
It is so easy for a Customer Service Representative (CSR) to view a complaint call as a negative and personal attack on themselves, particularly if they are taking complaint after complaint and have not been trained to view it any differently.
A cleverly trained CSA will have the skills to turn this seemingly negative interaction into a positive resolution that can only have a positive spin off for the customer. After all it is the experience of the customer that will decide whether they still view your company favourably or decide to take their business elsewhere.
There are four key steps that will result in a favourable outcome to the company and customer;
- A CSA must take genuine interest in the customers problem
- They must be flexible, negotiable and creative in meeting the customers demands
- They must follow through on their promises
- Provide a workable solution to the customer’s problem, to the customer’s complete satisfaction.
The area of most significance is the first ten seconds of the call. The way the CSA conducts themselves and the call for that ten seconds will determine the success of the resolution.
Of course a four step process in theory seems easy enough, reality is a little harsher. Every customer complaint situation brings with it it’s own unique set of circumstances and emotions. It will be the skill of the CSA who will determine how successful the four step process is.
Below are major global and national brands who Happening People have worked with to achieve their results.
› Arrow Pharma
› Beckmann & Associates
› Boeringher Ingleheim
› City Fertility Centre
› Crown Solicitors Office - NSW
› Dominion Post - NZ
› Etrade - ANZ
› Fairfax Media
› Fuji Xerox
› Homesmart Group
› Hoya Lens Australia
› Hearing Retail Group
› Hills - Fielders
› Janssen Cialag
› Marrickville Council
› Melbourne IVF
› Nine Network Australia
› Northern Territory Tourism
› Organon Australia
› Paper Parley
› TSA Employment Plus
› St George Bank & Bank SA
› Sydney Cricket Ground & Sports Trust
› Sydney Sexual Health
› Thompson Grass Valley
› Time Inc.
› Yankalilla Council