In House Service Excel Training Ss 08 10 15

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In-House Service Excellence

Training

Introduction ~ Overview ~ First Steps

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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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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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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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In-House Service Excellence Training

If “Training Ain’t Performance”, where do we

begin?

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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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Step 1

Identify service needs and expectations

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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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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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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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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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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

In-House Service

Excellence Training

Assess Service Performance Gap

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

McKinley Solutions © 2008

Step 2

Assess service performance gap

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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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What is the Current Performance?

Supplementary quantitative information based on direct observation, surveys and

questionnaires, interviews, focus groups, etc.

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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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What is the Current Performance?

Your objective is to compare the expected (desired) behaviors and accomplishments

with current performance.

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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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Performance GapMagnitude

How big and all encompassing the gap is

Is it prevalent throughout the organization or simply local?

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Performance GapValue

How much the gap represents to the

organization in terms of revenues, profits or

cost savings.

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Performance GapUrgency

How quickly it must be resolved.

What are the consequences to the organization if not immediately

handled?

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.

In-House Service Excellence Training

Identify Reasons for Performance Gap &

Options for Interventions

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

Identify Reasons for Performance Gap and

Options for Interventions

Step 3

Identifying Performance Gap Factors

EnvironmentalSkill/ Knowledge

Emotional/ political

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

Identifying Performance Gap Factors- Skill/ Knowledge

Related to lack of competencies to perform the job

Identifying Performance Gap Factors- Emotional / political

Has to do with factors affecting motivation

May stem from an overall negative workplace atmosphere

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.

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

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

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.

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.

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.

Identifying Performance Gap Factors

Identify Potential Interventions

Three key points

Identify Potential InterventionsKey Points

First, the better you identify performance gap factors, the easier it is to identify the

relevant interventions.

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

Identify Potential InterventionsKey Points

Third - You identify interventions. You don't necessarily have to follow through with

actually developing these yourself.

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

In-House Service Excellence Training

Select and Develop Interventions

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

Select & Develop Performance Interventions

In this step, you lay out all the potential

interventions, apply four criteria

and make your selection.

Select & Develop Performance Interventions

Make choices carefully but make choices

Try to resolve workplace practices that inhibit performance and that do not require training

Select & Develop Performance Interventions

Interventions are selected based on four criteria

AppropriatenessEconomicsFeasibility & Acceptability

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.

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.

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.

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

Select & DevelopPerformance Interventions

Once performance gaps have been identifiedand intervention options selected, each

intervention require its own design and development team.

Select & DevelopPerformance Interventions

Developing the performance interventions requires three

major steps: design, creation and

verification

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.

In-House Service Excellence Training

Implement ~Monitor ~Maintain

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

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.

Planning

Begins early in the process

On effective approach is to create a time and action calendar

Execution

Pay attention to details

Create checklists

Support

Support for both the implementation and targeted employees (performers).

Success rate is improved with project champions and supporters

Monitor & Maintain

Performance must be monitored because of the changing workplace

environment

Valid metrics are required to monitor performance and business results

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

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.

Mark R. Thompson

www.slideshare.net/clubjobswww.twitter.com/clubjobs

www.delicious.com/clubjobs.cawww.flickr.com/photos/clubjobs.ca

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w: www.clubjobs.cae: mark@clubjobs.cat: 866-604-6823 X222