in house service excel training ss 08 10 15
DESCRIPTION
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!TRANSCRIPT
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McKinley Solutions © 2008
In-House Service Excellence
Training
Introduction ~ Overview ~ First Steps
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McKinley Solutions © 2008
Stop Wasting Moneyon 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
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McKinley Solutions © 2008
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
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McKinley Solutions © 2008
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
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McKinley Solutions © 2008
In-House Service Excellence Training
If “Training Ain’t Performance”, where do we
begin?
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McKinley Solutions © 2008
How to develop effective in-house service excellence
trainingImplement
Monitor Maintain
Identify service needs
and expectations
AssessService
performance gap
Identify reasons for performance gap and options for interventions
Select and develop
interventions
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McKinley Solutions © 2008
Step 1
Identify service needs and expectations
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McKinley Solutions © 2008
Identifying ExpectationsIdentify service needs and expectations
Need is usually identified:• Reactively – someone comes to you• Proactively – you identify it yourself
What has been your experience?
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McKinley Solutions © 2008
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
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McKinley Solutions © 2008
Expectations
Once you have identified and understand the service excellence
needs, you can focus on the expectations
(expected performance outcomes)
Identify service needs and expectations
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McKinley Solutions © 2008
Questions work best
Identify service needs and expectations
Ask probing questions about all aspects of service excellence performance
expectations
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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
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Being SMART about itIdentify service needs and expectations
SMARTSpecific
MeasurableAchievable
RealisticTimely
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McKinley Solutions © 2008
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.
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McKinley Solutions © 2008
In-House Service
Excellence Training
Assess Service Performance Gap
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McKinley Solutions © 2008
How to develop effective in-house service excellence
training
Select and develop
interventions
Identify service needs and
expectations
AssessService
performance gap
Identify reasons for performance gap and options for interventions
ImplementMonitor Maintain
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McKinley Solutions © 2008
Step 2
Assess service performance gap
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McKinley Solutions © 2008
What is the Current Performance?
• Memberships figures• Business unit (dining room, coffee shop,
field bar) sales figures• Records of complaints• Membership satisfaction surveys
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McKinley Solutions © 2008
What is the Current Performance?
Supplementary quantitative information based on direct observation, surveys and
questionnaires, interviews, focus groups, etc.
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McKinley Solutions © 2008
What is the Current Performance?
The type of information collected on current performance is determined by
expectations of service excellence for comparative purposes
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McKinley Solutions © 2008
What is the Current Performance?
Your objective is to compare the expected (desired) behaviors and accomplishments
with current performance.
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McKinley Solutions © 2008
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?”
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Three dimensions
of a Performance
Gap1. Magnitude2. Value3. Urgency
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McKinley Solutions © 2008
Performance GapMagnitude
How big and all encompassing the gap is
Is it prevalent throughout the organization or simply local?
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McKinley Solutions © 2008
Performance GapValue
How much the gap represents to the
organization in terms of revenues, profits or
cost savings.
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McKinley Solutions © 2008
Performance GapUrgency
How quickly it must be resolved.
What are the consequences to the organization if not immediately
handled?
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McKinley Solutions © 2008
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.
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In-House Service Excellence Training
Identify Reasons for Performance Gap &
Options for Interventions
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How to develop effective in-house service excellence
training - Step 3
Identify service needs and
expectations
AssessService
performance gap
Identify reasons for
performance gap and
options for interventions
Select and develop
interventions
ImplementMonitorMaintain
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Identify Reasons for Performance Gap and
Options for Interventions
Step 3
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Identifying Performance Gap Factors
EnvironmentalSkill/ Knowledge
Emotional/ political
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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
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Identifying Performance Gap Factors- Skill/ Knowledge
Related to lack of competencies to perform the job
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Identifying Performance Gap Factors- Emotional / political
Has to do with factors affecting motivation
May stem from an overall negative workplace atmosphere
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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.
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Motivating and Retaining Top Talent through Employee
EngagementImproving employee engagement is
important because engaged employees have:
51% lower turnover27% less absenteeism18% more productivity12% higher profitability
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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
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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.
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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 yourmost important tasks.
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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.
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Identifying Performance Gap Factors
Identify Potential Interventions
Three key points
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Identify Potential InterventionsKey Points
First, the better you identify performance gap factors, the easier it is to identify the
relevant interventions.
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Identify Potential InterventionsKey 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
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Identify Potential InterventionsKey Points
Third - You identify interventions. You don't necessarily have to follow through with
actually developing these yourself.
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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
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In-House Service Excellence Training
Select and Develop Interventions
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How to develop effective in-house service excellence
training - Step 4
Select and develop
interventions
Identify service needs and
expectations
AssessService
performance gap
Identify reasons for
performance gap and
options for interventions
ImplementMonitor Maintain
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Select & Develop Performance Interventions
In this step, you lay out all the potential
interventions, apply four criteria
and make your selection.
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Select & Develop Performance Interventions
Make choices carefully but make choices
Try to resolve workplace practices that inhibit performance and that do not require training
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Select & Develop Performance Interventions
Interventions are selected based on four criteria
AppropriatenessEconomicsFeasibility & Acceptability
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Appropriateness
This criterion is the most important.Decide with respect to closing the gap between
"is" and "should be”.The more appropriate, the more likely it will be
retained.
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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.
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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.
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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
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Select & DevelopPerformance Interventions
Once performance gaps have been identifiedand intervention options selected, each
intervention require its own design and development team.
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Select & DevelopPerformance Interventions
Developing the performance interventions requires three
major steps: design, creation and
verification
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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.
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In-House Service Excellence Training
Implement ~Monitor ~Maintain
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How to develop effective in-house service excellence
training - Step 5
ImplementMonitor Maintain
Identify service needs and
expectations
AssessService
performance gap
Identify reasons for performance gap and options for interventions
Select and develop
interventions
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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.
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Planning
Begins early in the process
On effective approach is to create a time and action calendar
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Execution
Pay attention to details
Create checklists
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Support
Support for both the implementation and targeted employees (performers).
Success rate is improved with project champions and supporters
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Monitor & Maintain
Performance must be monitored because of the changing workplace
environment
Valid metrics are required to monitor performance and business results
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How to develop effective in-house service excellence training - Summary
Identify service needs
and expectations
AssessService
performance gap
Identify reasons for
performance gap and
options for interventions
Select and develop
interventions
ImplementMonitor Maintain
![Page 66: In House Service Excel Training Ss 08 10 15](https://reader033.vdocuments.site/reader033/viewer/2022051210/54bcd1034a7959996e8b4569/html5/thumbnails/66.jpg)
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.
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Mark R. Thompson
www.slideshare.net/clubjobswww.twitter.com/clubjobs
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www.linkedin.com/in/markrthompson
w: www.clubjobs.cae: [email protected]: 866-604-6823 X222