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!

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