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!
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
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
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.
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
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.
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