In House Service Excel Training Ss 08 10 15
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In House Service Excel Training Ss 08 10 15

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The “how-to’s” of developing a training program for your staff to meet your club’s needs. McKinley Solutions will provide you with the tools you need to ensure your team “hits the ground ...

The “how-to’s” of developing a training program for your staff to meet your club’s needs. McKinley Solutions will provide you with the tools you need to ensure your team “hits the ground running” and consistently deliver results that are in line with your core values and standards for service excellence!

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In House Service Excel Training Ss 08 10 15 Presentation Transcript

  • 1. In-House Service Excellence Training Introduction ~ Overview ~ First Steps McKinley Solutions © 2008
  • 2. Stop Wasting Money on Training Training is often the default solution to multitude of performance issues Most training focuses on skills and knowledge but 80% of workplace performance is not related to skills and performance McKinley Solutions © 2008
  • 3. Stop Wasting Money on Training Most workplace performance issues are related to the environment That being said, we continue to try to “fix” the people McKinley Solutions © 2008
  • 4. Stop Wasting Money on Training What about “transfer”? Research indicates most of the investment in traditional training and development is wasted - most knowledge and skills gained in training (as much as 80%) is not fully applied on the job McKinley Solutions © 2008
  • 5. In-House Service Excellence Training If “Training Ain’t Performance”, where do we begin? McKinley Solutions © 2008
  • 6. How to develop effective in-house service excellence training Identify Assess Identify reasons Select and Implement service needs Service for performance develop Monitor performance gap and options interventions Maintain and gap for interventions expectations McKinley Solutions © 2008
  • 7. Step 1 Identify service needs and expectations McKinley Solutions © 2008
  • 8. Identifying Expectations Identify service needs and expectations Need is usually identified: • Reactively – someone comes to you • Proactively – you identify it yourself What has been your experience? McKinley Solutions © 2008
  • 9. Needs Identify service needs and expectations 1. Becoming aware of the need is only the beginning 2. Have to probe and investigate to better understand the service need 3. Sometimes it is easy – other times you have to work at it McKinley Solutions © 2008
  • 10. Expectations Identify service needs and expectations Once you have identified and understand the service excellence needs, you can focus on the expectations (expected performance outcomes) McKinley Solutions © 2008
  • 11. Questions work best Identify service needs and expectations Ask probing questions about all aspects of service excellence performance expectations McKinley Solutions © 2008
  • 12. Behaviours & Standards Identify service needs and expectations 1. Service expectations are often expressed as behaviours 2. Others may be expressed as accomplishments or standards 3. Think SMART when defining service expectations McKinley Solutions © 2008
  • 13. Being SMART about it Identify service needs and expectations SMART Specific Measurable Achievable Realistic Timely McKinley Solutions © 2008
  • 14. References & Recommendations In-House Service Excellence Training programs may be based any one or a combination of performance success models. Many of the concepts and principles in this program are adapted from a model developed by H. Stolovitch. We recommend reading Training Ain’t Performance by Stolovitch and Keeps for more information about the model. McKinley Solutions © 2008
  • 15. Assess Service Performance Gap In-House Service Excellence Training McKinley Solutions © 2008
  • 16. How to develop effective in-house service excellence training Identify service Assess Identify reasons Select and Implement needs and Service for performance develop Monitor expectations performance gap and options interventions Maintain gap for interventions McKinley Solutions © 2008
  • 17. Step 2 Assess service performance gap McKinley Solutions © 2008
  • 18. What is the Current Performance? • Memberships figures • Business unit (dining room, coffee shop, field bar) sales figures • Records of complaints • Membership satisfaction surveys McKinley Solutions © 2008
  • 19. What is the Current Performance? Supplementary quantitative information based on direct observation, surveys and questionnaires, interviews, focus groups, etc. McKinley Solutions © 2008
  • 20. What is the Current Performance? The type of information collected on current performance is determined by expectations of service excellence for comparative purposes McKinley Solutions © 2008
  • 21. What is the Current Performance? Your objective is to compare the expected (desired) behaviors and accomplishments with current performance. McKinley Solutions © 2008
  • 22. What is the Performance Gap? In other words “What is the difference between the service standards the club would like to offer and what is currently being offered?” McKinley Solutions © 2008
  • 23. Three dimensions of a Performance 1. Magnitude 2. Value Gap 3. Urgency McKinley Solutions © 2008
  • 24. Performance Gap Magnitude How big and all encompassing the gap is Is it prevalent throughout the organization or simply local? McKinley Solutions © 2008
  • 25. Performance Gap Value How much the gap represents to the organization in terms of revenues, profits or cost savings. McKinley Solutions © 2008
  • 26. Performance Gap Urgency How quickly it must be resolved. What are the consequences to the organization if not immediately handled? McKinley Solutions © 2008
  • 27. References & Recommendations In-House Service Excellence Training programs may be based any one or a combination of performance success models. Many of the concepts and principles in this program are adapted from a model developed by H. Stolovitch. We recommend reading Training Ain’t Performance by Stolovitch and Keeps for more information about the model. McKinley Solutions © 2008
  • 28. In-House Service Excellence Training Identify Reasons for Performance Gap & Options for Interventions
  • 29. How to develop effective in-house service excellence training - Step 3 Identify service Assess Identify Select and Implement needs and Service reasons for develop Monitor expectations performance performance interventions Maintain gap gap and options for interventions
  • 30. Step 3 Identify Reasons for Performance Gap and Options for Interventions
  • 31. Identifying Performance Gap Factors Environmental Skill/ Knowledge Emotional/ political
  • 32. Identifying Performance Gap Factors - Environmental Most prevalent with most impact External-changing market conditions, more attractive job opportunities elsewhere Internal – organizational changes, pressures, lack of clear expectations, etc
  • 33. Identifying Performance Gap Factors- Skill/ Knowledge Related to lack of competencies to perform the job
  • 34. Identifying Performance Gap Factors- Emotional / political Has to do with factors affecting motivation May stem from an overall negative workplace atmosphere
  • 35. Motivating and Retaining Top Talent through Employee Engagement • Workers join companies for rational motives (better compensation, benefits, and career opportunities), • They stay and work hard for emotional ones.
  • 36. Motivating and Retaining Top Talent through Employee Engagement Improving employee engagement is important because engaged employees have: 51% lower turnover 27% less absenteeism 18% more productivity 12% higher profitability
  • 37. Organizational factors that can improve employee engagement: • Leadership: good leadership leads to a happy team • My Company: how much people value their company, and are proud to work there. • Personal growth: whether employees feel challenged by their job • My Manager: the employee-manager relationship
  • 38. Organizational factors that can improve employee engagement: • Giving something back: community service and volunteering opportunities • Fair deal: how well employees are treated in terms of pay and benefits compared to similar organizations • Wellbeing: balance between work and home life.
  • 39. Identifying Performance Gap Factors Determining the factors and issues that must be dealt with to eliminate the gap between desired and actual is one of your most important tasks.
  • 40. Identifying Performance Gap Factors Probably the contribution you can make that will have the most impact is to identify the key factors affecting a gap between desired and current performance.
  • 41. Identifying Performance Gap Factors Identify Potential Interventions Three key points
  • 42. Identify Potential Interventions Key Points First, the better you identify performance gap factors, the easier it is to identify the relevant interventions.
  • 43. Identify Potential Interventions Key Points Second, there is a limitless array of possible interventions * Make yourself aware of your options and do not simply select traditional methods with which you are already familiar
  • 44. Identify Potential Interventions Key Points Third - You identify interventions. You don't necessarily have to follow through with actually developing these yourself.
  • 45. References & Recommendations Many of the concepts and principles in this program are adapted from a performance success model developed by H. Stolovitch. We recommend reading Training Ain’t Performance by Stolovitch and Keeps for more information about the model. Employee engagement information is based on an Insala Report Motivating and Retaining Top Talent through Employee Engagement
  • 46. In-House Service Excellence Training Select and Develop Interventions
  • 47. How to develop effective in-house service excellence training - Step 4 Identify service Assess Identify Select and Implement needs and Service reasons for develop Monitor expectations performance performance interventions Maintain gap gap and options for interventions
  • 48. Select & Develop Performance Interventions In this step, you lay out all the potential interventions, apply four criteria and make your selection.
  • 49. Select & Develop Performance Interventions Make choices carefully but make choices Try to resolve workplace practices that inhibit performance and that do not require training
  • 50. Select & Develop Performance Interventions Interventions are selected based on four criteria Appropriateness Economics Feasibility & Acceptability
  • 51. Appropriateness This criterion is the most important. Decide with respect to closing the gap between quot;isquot; and quot;should be”. The more appropriate, the more likely it will be retained.
  • 52. Economics The intervention may be a great one, but can the organization afford it? Budgets and all available financial resources must be taken into consideration.
  • 53. Feasibility Given your timelines, resources and constraints, can you do it? Time constraints, your capabilities or lack of resources may simply not support the intervention.
  • 54. Acceptability Two dimensions must be considered – the organization and the “performer” (employee) It must be coherent with current practices The value must be demonstrated to the employee
  • 55. Select & Develop Performance Interventions Once performance gaps have been identified and intervention options selected, each intervention require its own design and development team.
  • 56. Select & Develop Performance Interventions Developing the performance interventions requires three major steps: design, creation and verification
  • 57. References & Recommendations In-House Service Excellence Training programs may be based any one or a combination of performance success models. Many of the concepts and principles in this program are adapted from a model developed by H. Stolovitch. We recommend reading Training Ain’t Performance by Stolovitch and Keeps for more information about the model.
  • 58. In-House Service Excellence Training Implement ~Monitor ~Maintain
  • 59. How to develop effective in-house service excellence training - Step 5 Identify service Assess Identify reasons Select and Implement needs and Service for performance develop Monitor expectations performance gap and options interventions Maintain gap for interventions
  • 60. Implement ~ Monitor ~ Maintain “If you fail to plan, you plan to fail“ Implementation can be broken down into three main phases: planning, execution and support.
  • 61. Planning Begins early in the process On effective approach is to create a time and action calendar
  • 62. Execution Pay attention to details Create checklists
  • 63. Support Support for both the implementation and targeted employees (performers). Success rate is improved with project champions and supporters
  • 64. Monitor & Maintain Performance must be monitored because of the changing workplace environment Valid metrics are required to monitor performance and business results
  • 65. How to develop effective in-house service excellence training - Summary Identify Assess Identify Select and Implement service needs Service reasons for develop Monitor and performance performance interventions Maintain expectations gap gap and options for interventions
  • 66. References & Recommendations In-House Service Excellence Training programs may be based any one or a combination of performance success models. Many of the concepts and principles in this program are adapted from a model developed by H. Stolovitch. We recommend reading Training Ain’t Performance by Stolovitch and Keeps for more information about the model.
  • 67. Mark R. Thompson w: www.clubjobs.ca e: mark@clubjobs.ca t: 866-604-6823 X222 www.slideshare.net/clubjobs www.twitter.com/clubjobs www.delicious.com/clubjobs.ca www.flickr.com/photos/clubjobs.ca www.linkedin.com/in/markrthompson