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 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

  1. 1. In-House Service Excellence Training Introduction ~ Overview ~ First Steps McKinley Solutions © 2008
  2. 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. 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. 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. 5. In-House Service Excellence Training If “Training Ain’t Performance”, where do we begin? McKinley Solutions © 2008
  6. 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. 7. Step 1 Identify service needs and expectations McKinley Solutions © 2008
  8. 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. 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. 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. 11. Questions work best Identify service needs and expectations Ask probing questions about all aspects of service excellence performance expectations McKinley Solutions © 2008
  12. 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. 13. Being SMART about it Identify service needs and expectations SMART Specific Measurable Achievable Realistic Timely McKinley Solutions © 2008
  14. 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. 15. Assess Service Performance Gap In-House Service Excellence Training McKinley Solutions © 2008
  16. 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. 17. Step 2 Assess service performance gap McKinley Solutions © 2008
  18. 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. 19. What is the Current Performance? Supplementary quantitative information based on direct observation, surveys and questionnaires, interviews, focus groups, etc. McKinley Solutions © 2008
  20. 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. 21. What is the Current Performance? Your objective is to compare the expected (desired) behaviors and accomplishments with current performance. McKinley Solutions © 2008
  22. 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. 23. Three dimensions of a Performance 1. Magnitude 2. Value Gap 3. Urgency McKinley Solutions © 2008
  24. 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. 25. Performance Gap Value How much the gap represents to the organization in terms of revenues, profits or cost savings. McKinley Solutions © 2008
  26. 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. 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. 28. In-House Service Excellence Training Identify Reasons for Performance Gap & Options for Interventions
  29. 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. 30. Step 3 Identify Reasons for Performance Gap and Options for Interventions
  31. 31. Identifying Performance Gap Factors Environmental Skill/ Knowledge Emotional/ political
  32. 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. 33. Identifying Performance Gap Factors- Skill/ Knowledge Related to lack of competencies to perform the job
  34. 34. Identifying Performance Gap Factors- Emotional / political Has to do with factors affecting motivation May stem from an overall negative workplace atmosphere
  35. 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. 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. 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. 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. 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. 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. 41. Identifying Performance Gap Factors Identify Potential Interventions Three key points
  42. 42. Identify Potential Interventions Key Points First, the better you identify performance gap factors, the easier it is to identify the relevant interventions.
  43. 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. 44. Identify Potential Interventions Key Points Third - You identify interventions. You don't necessarily have to follow through with actually developing these yourself.
  45. 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. 46. In-House Service Excellence Training Select and Develop Interventions
  47. 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. 48. Select & Develop Performance Interventions In this step, you lay out all the potential interventions, apply four criteria and make your selection.
  49. 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. 50. Select & Develop Performance Interventions Interventions are selected based on four criteria Appropriateness Economics Feasibility & Acceptability
  51. 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. 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. 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. 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. 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. 56. Select & Develop Performance Interventions Developing the performance interventions requires three major steps: design, creation and verification
  57. 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. 58. In-House Service Excellence Training Implement ~Monitor ~Maintain
  59. 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. 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. 61. Planning Begins early in the process On effective approach is to create a time and action calendar
  62. 62. Execution Pay attention to details Create checklists
  63. 63. Support Support for both the implementation and targeted employees (performers). Success rate is improved with project champions and supporters
  64. 64. Monitor & Maintain Performance must be monitored because of the changing workplace environment Valid metrics are required to monitor performance and business results
  65. 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. 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. 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

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