The document provides information on cabin host training programs, metrics, and initiatives for the present and future. It discusses the cabin host life cycle including recruitment, training, performance, and exit. It notes challenges such as lack of standardized processes, engagement activities, and performance tracking. The document proposes solutions like a hybrid training model combining online and offline learning, implementing a learning management system, structured onboarding and offboarding, and initiatives for performance management, rewards, and reducing attrition. It discusses setting up key performance indicators and scorecards to track cabin host performance.

1. CABIN HOST
PRESENT
&FUTURE
1

2. TrainingTeam
 Virender Singh -VP &
Head – SupplyVertical
(B2C)
Vivek.R.S – Training
Bhupender Verma
- Executive-
Coach Captain
Trainer
Satish Deveraj
A.M – Coach
Captain Trainer
Road Safety E.H.S
Inputs
T N A
Content Development
Design & Evaluate
Training Programs
TrackingTraining
Metrics //Strategy
H.O(Mumbai)
C.E Mngrs
Train the Coach Captains
RefresherTraining
Counselling
Training Metrics
Train the Cabin Host
H.O Mumbai Depots
Depot Heads

3. Geographic Locations and Current Strength
C.H Schedule Buses
Bangalore 25 16 8
Bhopal 43 52 24
Chennai 29 18 06
Delhi 114 84 47
Hyderabad 25 20 10
Total C.H = 236

4. CABIN HOST
LIFE CYCLE
PRESENT
 Recruitment
 Training
 Performance
 Exit
4

5. RECRUITMENT
5
 Depending on the attrition and current strength Customer Experience Mngr informs the vendor for the
number of people required
 Walk-in prospect gathered by security and C.H prospect from vendor side are all asked to gather at
depot on a specified date which happens to be Day 1 of training
 Training are conducted by managers OR anyone who have undergone the Train theTrainer exercise
 Training hampers the regular work of the managers, balancing both regular work and training is a great
task, so there is a half-hearted effort here.
 Documents are collected whilst on training.

6. RECRUITMENT -VENDOR
 Vendor was using the data ofWalk-in candidates too , quality of candidates were compromised
 C.H was not communicated about job role properly OR pay which led to attrition during training
 C.H was not getting Pay-Slip nor info about P.F amount this also has led to the attrition very soon after training.
 ESIC card and P.F are also not provided
false promises has led to dissatisfaction and attrition. We never askedVendor questions
• Pros –
a) As we don’t focus on the skill set OR competencies of C.H we were able to manage the trips.
• Cons –
a) We are not analyzing whether he/she possess the right skill set.This hampers the customer experience.
b) Interview forms nor any kind of data are available.
c) Most data including BGV are maintained depot wise which requires more visibility and scrutiny
d) Standardized recruitment processOR centralized approach will help to develop consistent policies and universal
standards.

7. TRAINING
7
•Initially every candidate is briefed about the job and once they agree to the job profile, training starts same day
•Venue is generally a room inside the depot, sometimes training happens in the open ground too
•C.H training has 5 modules and C.C training has 6 modules which are given below.
•Duration of C.H training is 1 days(Classroom) and C.C training is spread over 5 days (3 days classroom + 2 days
practical)
Current MODULE
Sl.No: C.H Slides C.C Slides
1 Responsibilities of C.H 10 Vehicle Introduction 119
2 Effective Communication 38 Road Safety Module 72
3 Customer Service 14 soft Skills 26
4 Safety & Emergency 30 Defensive Driving 47
5 FirstAid 22
Fatigue
Management 18
6
Customer Service
Module 31
Cons
 No mention about company OR itsVision Mission
 Expectation settings are not done
 Uniformity & Practical approach in delivery is missing.
 Continuous Learning is missing as re-training isn’t happening
 Participants aren’t made aware of job role
 C.H are not integrated with mainstream work force
 Classroom training has lot of drawback from resource to infra, we are in the digital era and its time for LMS

8. Training Documentation
Documents are
collected at
security gate
and later
submitted at
depot including
Aadhar card.
BGV records
weren’t found in
order.
C.E mngrs are the
sole owner of all
the records.
After training
instead of giving
individual bus
connect app
credentials few
were given old C.H
i.d’s, still they are
using it.No action
Improper or
Undefined
Onboarding
Process

9. REWARDS & RECOGNITION
•C-Sat scores was the basic parameter which was considered to check the performance no weekly
performance review wasn’t happening
•C.H was rewarded at Bhopal depot , part of engagement activity.Consistency was missing
•Depot wise Performance trackers were designed by Mngrs based on Grooming,Complaints etc but
implementation faced hurdles at certain locations
NOTE: - 6 C.H from Bhopal has completed 365 man-days.
Cons
 Visibility of C.H individual performance was missing, as focus was made more towards depot performance
 There was no regular engagement activity which also leads to attrition
 Regular personalized feedbacks regarding performances were not happeningC.H wasn’t able to identify area of improvement OR not able to improve his
own performance nor any growth which meant stagnancy. GROWTH STORY is MISSING

10. EXIT
Attrition happens
• Before training
• DuringTraining
• After joining
After joining candidates leave due to many reasons
o Unhappy with company and its policies OR pay-out structure
o Unhappy with work culture
o Being bullied at workplace
o False Promises - Brief about pay-out and job role after joining(fault
from vendor side)
•There are no exit interview so root cause can’t be identified.
•Due to absence of exit procedure, we are unable to showcase trend or identify Top Reason for attrition
•Identifying reasons will help us to resolve and bring down the attrition rate and improve work culture too.

11. Cabin Host Life Cycle
Way Forward
11
 Recruitment – Attraction, Selection.Offer & Onboarding
 Training & Development – Orientation; Core Skills
Training knowledge collaboration and growth
 Performance – Recognition, Engagement, Contribution
and Development
 New Initiatives
 Exit - Succession or Disengagement

12. RECRUITMENT – NEWVENDOR
Attraction
Apart from vendor, depot also should work towards attracting talents. Bigger pool of candidates will help to identify right
candidates
Selection
 Vendor should be briefed about the requirements and give a clear picture about candidate's skill set
 Interview forms to be created and interviews by concerned official will help to improve quality of C.H as well as reduce
attrition.
 Offer –Vendor to set correct expectations so that candidates are aware of the job role.
 Onboarding – Documentation should have centralized approach as compliance is important.
QUESSCORP
New vendor to solve the payroll issues and make the onboarding process seamless
 Will provide pay-roll services
 Will also assist in sourcing and recruitment of C.H
Diversity and Inclusion
S.D.T.I to help with recruitment of female coach captains and cabin host also Re-Training of Coach Captains
Negotiating with NSDC training partners for trained ManPower

13. TRAINING – HYBRID MODEL
Interviews – C.E managers to interview personally the candidates and also Before training start we will have an orientation
session by the concerned manager to ensure only right candidates with proper skill set and core competencies are selected
Training – Propose training model to be a combination of ONLINE and OFFLINE
 Online will be done using LMS for training the C.H
 Offline will be final check ,the concerned personnel to check if the candidates is really equipped & practicals
LMS can be used for
 Onboard New Hires
 Train new & existing Employees
 Employee knowledge test & certification
 Retain Employee Knowledge
 Train partners and customers
 Engage employees
 Track attendance and Job Sheets
Considering amount of workforce, attrition and geographical challenges way out is LMS

14. Difference
between
Offline and
Online
Training
14
Online Offline
Online Training refers to a
process where participants
get access to education and
knowledge via virtual rooms.
Offline learning refers to
traditional education that
allows students to have
face to face interactions
with trainers and peer
groups.
Happens in a virtual
classroom
Location dependent
//traditional classroom
Students are more
independent as they can
learn at their own pace
Students are under
observation of trainers.
Easy to access, click of
button you may access the
contents
To join offline learning,
students need to travel to
the location which
consumes both time and
money

15. Why LMS
L
Learning
because you use it to deliver
training courses and programs
M Management
because it helps you organize these
courses and analyse the same
S System
because you do everything online
and keep all info in one place
LMS can be used for
 Onboard New Hires
 Train new & existing Employees
 Employee knowledge test & certification
 Retain Employee Knowledge
 Train partners and customers
 Engage employees
 Track attendance and Job Sheets
Why LMS

16. Why
KNOWNUGGETS
Digitize all operational checklists, forms & audits
Plan shifts & track attendance
Receive & resolve issues, requests, faults & incidents
Train the staff on all different levels // ENGAGEMENT
TOOL
Inform staff about new changes, broadcast
announcements
Log Complaints

17. Practical Approach - New Curriculum
Topic Sub-Topic
How to open and close Cabin Host Seat and how to wear safety belt
How to open and close the door(Auto & Manual)
How to check and report amenities at the time of return
How to use Bus Connect App
How to tag passenger luggage
Dashboard How to use microphone for announcement // How to play recorded announcement
Dashboard How to switch ON&OFF lights(floor/aisle lights)
Dashboard How to change route details on main display
Dashboard
How to open and close emergency exit doors(Emergency Manual Door Operation, Emergency Window,
Roof Hatch)
Safety How to check and use fire extinguisher (at least visually able to check if extinguisher is full or not)
Safety How to use seat belt, Front row and middle seat of last row
Safety How to open the luggage compartment and its components
Safety How to check camera and ensure its working
Safety How to and what to check for in Safety Box & its contents
Safety How to check and use fire extinguisher (at least visually able to check if extinguisher is full or not)

18. STEP – 1 POST INTERVIEW
SELECTED CANDIDATESARE GIVEN
I.D AND PWD OF LMS
STEP – 2 CANDIDATES LEARNAT
THEIR OWN PACE, ONCETHEY ARE
THROUGHTHE LEARNINGTHEY
RETURNTOTHE DEPOT
STEP-3 CONCERNED PERSONNEL
CONDUCT FINALVIVAAND CLEAR
THE CANDIDATE FOR PRACTICAL
TRAINING,
STEP 4 AFTERTHE BATCH SIZE AND
REQUIREMENT IS RECEIVED,
PRACTICALTRAINING HAPPENS.
STEP – 5TWO DAYS OF OFFLINE
TRAINING
STEP – 6 FAMTRIP
Module ON LMS
TRAINING-LMS
Module 1 Introduction to the Company & Industry
Module 2 Operations // Expectation Settings
Module 3 C.H Responsibilities - Dos' and Donts
Module 4 Customer Service
Module 5 Conversational Skills
Module 6 How to -Announcements//SellTickets//Number Updation
Module 7 Bus Connect App
Module 8 Bus Familarization
Module 9 Grooming and Deportment // Positive body language
F.A.Q's -Top 10 complaints

19. Why
KNOWNUGGETS
Digitize all operational checklists, forms & audits
Plan shifts & track attendance
Receive & resolve issues, requests, faults & incidents
Train the staff on all different levels // ENGAGEMENTTOOL
Inform staff about new changes, broadcast announcements
Log Complaints

20. Knownuggets-Cont:
Training – What new
 Information in bit formations – All the training information to be converted into small videos of short length which will
increase more engagement and attention.This will help to grab attention of the participant and message can be
conveyed
 Accessibility –We hate classrooms, currently participants comes to training from far away places.These days every
person has a smart phone due to the same engaging them through mobile becomes easy.
 Keep Communicating – Learning is continuous, information's passed in small module everyday will ensure the fleet is
always updated with latest info about the company as well as the product.
 Regular ProductTest – This will help to understand the knowledge level of the C.H and timely corrective action can be
taken.
 Better engagement – This will help to reduce attrition and ground level information can be accessed by all
 Automation – Gives better visibility of performance and faster resolution and visibility of the complaints.
 Upskilling and Reskilling– Platform can be used to Upskill the fleet and also Reskill without any restrictions.

21. KNOWNUGGETS – Updates
Start Date: 29-May-23 End date : 11-Jun-23
Location – Ghaziabad
People enrolled – 25 users list has been submitted.
Features under test
 Training: Courses, Learning Journeys, Assessments
 Scheduling & Attendance: Shifts/Rostering,Attendance, Leave Requests
 Operations: Forms, Checklists,Audits
 TRIAL LAUNCH deferred due to unavoidable circumstances

22. Manpower
Requirement
Trainer / LMS administrator
North -1 South -1 H.O-1 M.I.S-1
Eligibility
 Graduation is mandatory.
 2-3 years of experience in any industry. Experience in training gig workers will
be advantageous.
 Ability to create content and provide training to blue-collar workers.
 Problem-solving and critical thinking
 Instructional design skills: The ability to design and develop effective training
programs is crucial
 Interpersonal skills: Building positive relationships and rapport with gig
workers is important for effective training
 Proficiency in Excel (intermediate level, including basic formulas) and
PowerPoint is mandatory.
 Fluent in both spoken and written English and Hindi
 Knowledge of the local language is mandatory.
 Knowledge about any LMS will be an added advantage.
 Excellent communication skills, written and oral.
Manpower
Requirement

23. PROGRESSION –
R&R//ENGAGEMENT
• Regular Feedback - Feedback will be collated and shared with
concerned officials
• Communicate - Engage through all the mediums including
social media
• Engagement - Conducting employee engagement
activities to foster relations
• Growth Path - Creating growth path within the
organization
It helps with career satisfaction and staff retention,
as being given the opportunity to take on new
challenges makes you more likely to be engaged
with your day-to-day work

24. NEW INITIATIVES
LEVEL -1
Re-training // Briefing - Before the start of every trip C.H is briefed on pre-determined topic selected for the week.
Focus being on Grooming, concerned personnel check and provide feedback.
Following data is being captured and analyzed (manual soon to be automated in LMS)
Topics for Briefing Grooming - Importance of Grooming
Welcoming Pax on-board – How to welcome pax , greet and meet
C-SAT – Process of C-SAT and how to remind pax to give feedback
Ticket Sales – Information aboutTicket sales and strategy
CHALLENGE – No dedicated manpower, currently utilizing existing manpower from C.C.C ( briefing video is available)
Grooming (10%)
Date C.H Name Shoes Pant T-Shirt Face Over all %
02-May-23 Aman Soni Yes Yes Yes Yes 100%

25. NEW INITIATIVES - DELHI w.e.f May-23
ATTRITION - Details of C.H left the system has been captured
Sr. No. CH Name Contact No. Base Active / Inactive Remark
1 Amit Zelang 7466839862 Dehradun Inactive Absconding
2 Vishal 7503732208 Agra Inactive Absconding
3 Amit rana 9306835593 Chandigarh Inactive Health Issue
4 Aakash Sharma 8077193965 Agra Inactive Health Issue
5 Rajnesh Kumar 9027489148 UP Inactive Integrity
6 Shahrukh Khan 7982809762 UP Inactive Integrity
7 Shankar Singh 9660008535 Jaipur Inactive Integrity
8 Akhil Insha 9119735355 UP Inactive Salary
9 Manish Kumar 9911021533 UP Inactive Salary
Briefing and employee engagement lead to less attrition specially in the last week.

26. C.H SCORECARD 1.0
NEW INITIATIVES - DELHI w.e.f Apr-23
 Score Card was designed to identify and action on the low performingC.H
 Actioning will be on 4 levels – 1) Couneslling 2)Verbal Warning 3)Written warning 4) Replacement
 Score card are tracked on weekly basis
Reporting Time
(10%)
Grooming (10%) C-Sat (30%)
New Number Updation
(10%)
Ticket Sales (30%) Pax Reporting Done (10%)
Date C.H Name
PNR
Travelled
Reporting
Time
Over
all %
Shoe
s
Pan
t
T-
Shirt
Fac
e
Over all
%
C-
Sat
+
Response
%
New
Number
New
Number %
Ticket
Sales
Ticket
Sales%
Reporting
Done
Reporting
Done%
Total
Score
Overall
Performance
Ran
k
30-Apr-
23
Aman Soni 245 Yes 100% 4 8 8 8 88% 3 38% 0 0% 0 0.0% 240 96% 40% Poor 34
30-Apr-
23
Amol
Bhalerao
227 Yes 100% 8 8 8 7 97% 5 71% 0 0% 0 0.0% 226 100% 51% Average 24
30-Apr-
23
Ankit
Prajapati
226 Yes 95% 8 8 8 8 100% 4 80% 5 11% 2 14.3% 225 100% 59% Average 14
30-Apr-
23
Kailash
Mahoviya
207 Yes 100% 8 8 8 8 100% 12 63% 37 89% 10 71.4% 207 100% 79% Good 2

27. C.H SCORECARD 1.5
NEW INITIATIVES DELHI w.e.f Apr-23
 Score Card was modified to include the social media effect and made it more precise and accurate, click here to view the
sample
 Action on integral issues are being taken up but based on score card will start after bit more fine tuning
 Score card are tracked on weekly basis.Click here to view the latest
C.H
Name
Base
Locatio
n
PNR
Travell
ed
Tickets
Travell
ed
Trips
Done
Offline
Tickets
Nuego
tickets
Reporting
Time
Grooming Count
of
Negati
ve
Respon
se
% of -
ve
Respon
se
Count
of
Positiv
e
Respon
se
% of
+ve
Respon
se
Custom
er
Feedba
ck
% of
Feedba
ck
New
Numbe
r
Updati
on
% of
Numbe
r
Updati
on
Done
Ticket
Sales
% of
sales
done
Reporti
ng
Done
% of
Reporti
ng
Done
Reporti
ng time
Overall
%
Shoes Pant T -
Shirt
Face Overall
%
PNR PNR PNR Tickets
Travelled
Offline
Tickets
Tickets
Travelled

28. WEEK 21- Analysis
Blore
• Total Count of CH = 24
• TotalTrips = 97
• Below Avg performers = 48%
Pros
• ZERO Negative Comments
Cons
• Ticket sales isn’t happening
• New number Updation also not
happening
Hyderabad
• Total Count of CH = 24
• TotalTrips = 131
• Below Avg performers = 42%
Pros
• Jinugu Ganesh has got positive
comments in OTA&Nuego too,
need to create more Jinugu
Ganesh
Cons
• Ticket sales isn’t happening
• Negative response is on higher
side
Bhopal
• Total Count of CH = 39
• TotalTrips = 373
• Below Avg performers = 41%
Pros
• Less count of negative response
• Adherence to process
• Highest “Reporting Done” says folks
knows product
• Count of +ve response and Count of
feedback matches
Cons
• Need manpower for monitoring.

29. NEW INITIATIVES – Do’s and Don’t’s Messages
 Educating C.H about their roles and responsibilities through Whatsapp
has been initiated
 This messages will be positive messages and will speak of onlyWHAT
NEEDSTO BE DONE
 These messages are currently based on social media escalations.
 These messages are sent every alternate day at 5:00 p.m when most
number of schedules start . Ghaziabad , 27 schedules run between
18:00-00:00

30. New Initiatives –Feedback & Engagement
प्रियजन ों,हमारे कस्टमर चोंप्रियन हैं Mr. Rahul
Gupta, प्रिल्ली - चोंडीगाहह रूट क
े कप्रिन ह स्ट हैं।
एक यात्री ने उनकी सेवाओों क
े िारे में प्रनम्न शब् ों
में प्रटप्पणी की है:"The staff was literally very
nice indeed. I have traveled so much but
never seen such a helpful staff. Conductors
were excellent. I would advise more people
to adapt NUEGO for its budget-friendly and
environment-friendly services."राहुल जी क
प्रिछले हफ्ते ऐसे तीन और याप्रत्रय ों ने अच्छी
िप्रतप्रिया िी हैं। हम आिसे िूछना चाहते हैं, क्या
आि भी ऐसे फीडिक क
े हक़िार िन सकते
हैं?राहुल जी क NUEGO की तरफ से हाप्रिहक
अप्रभनोंिन एवों धन्यवाि। आिकी समर्हन क
े प्रलए
हम आिका आभार व्यक्त करते
हैं।धन्यवाि,NUEGO टीम

31. EXIT - Disengagement
Whenever a C.H wants to call it QUITS there is no well-defined process , time for change.
New Pattern
 No Human Intervention
 Generic, Shallow Questions
 Automate the process
 This will help to understand the common reasons and reduce the attrition.

32. Thank you
Q & A time
32