Kforce Global Solutions

October 2014

Kforce Personal Development Programme

Mission & Vision

MISSION• To improve personnel performance through training on soft skills &

professionalism.• To decrease the risk of our people making mistakes that impact the

business when it comes to communicating appropriately.• To advance the skills of the participants, so as they would become

positive contributors once they have completed the training.

VISION• To produce resources who are prepared for any changes focused on

improvements that may be made to our services.• To make our resources more competent, professional & better at

communicating freely & with confidence to our clients.

Timeline and Directives

TIMELINE• 6 accumulated hours worth of classroom training per

participant.

DIRECTIVE• The said program will act as a training course which will

take up 2 hours per day for 3 days, of the resource’s shift for purely training,

• Reprimand for failure to complete the course is TBD.

Limitations and DeliverablesLIMITATIONS• Since the resources may have on-going projects & responsibilities,

the nomination of participants per class would have to be coordinated with their PMs. (maximum of 10 per class)

• TLs & PMs will introduce the said program to the participants and sell the idea of enhancement or development.

DELIVERABLES• Submit or publish a per session observation & analysis for Managers

to be able to assess the progress of the program & participants.• Present a Training Evaluation Report for PDP to get a view of what

the participants feel of the training conducted.• Present the number of resources who have completed the

programme & a progress report on those still in the programme.

Objectives

• To create training revisions & sessions that would improve the skill sets of the resources.

• To promote competency across all people managers & resources.

• To make effective presenters & business writers of the resources.

• Create a structured program that will support and facilitate the accomplishment of the mission and vision of the programme.

• Address internal concerns of the agents which affect their motivation & give feedback once these concerns have been raised to management.

Scope

• Training programs– Soft skills– Management skills

• Career development

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Strengths Weaknesses• High level of technical expertise• Stability in the industry• Competitive salary scheme• ISO accredited• Positive reputation in delivering quality IT

services• 8 years in the business• Highly capable & technical resource pool• Secure environment• Structured process • Located in the business district• Stable IT infrastructure & comprehensive

collection of tools • Targets & SLA met on-time• Solid partnership with KForce

• Succession planning in place is variable• Increased customer complains due to soft

skill issues• No available classroom training setup• No defined accountability per role• No additional value add to projects fulfilled

Opportunities Threats• Diversification of scope (targeting other Willis

line of businesses to be supported by KForce)• Creation of new processes & innovations in

technical development for KForce

• KForce now has more competitors for the Willis client

• Erratic weather in the Philippines greatly affects the attendance of it's resources.

• Complaints from the client can escalate & cause distrust

DETERMINING ROOT CAUSE BASED ON CUSTOMER SATISFACTION

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RO

OT C

AUSE

QUESTION 1:

IS IT KNOWLEDGE?

“Tell me about…”

QUESTION 2:

IS IT SKILL?

“Was the behavior demonstrated in the past?”

QUESTION 3:

IS IT ENVIRONMENTAL

(INTERNAL)?

“Is everything okay at the office?”

QUESTION 4:

IS IT ENVIRONMENTAL

(EXTERNAL)?

“Is everything else okay outside the office?”

QUESTION 5:

IT MUST BE FEEDBACK

QUESTION 6:

IS IT MOTIVATIONAL?

“Is this a question of your willingness to perform the behavior?”

Definit

ion

Knowledge must be told.

Behavior must have been demonstrated.

Data must support the statement.

When something in the organization is holding the individual back.

Depending on issue may engage PMs to discuss options to improve environment.

When something outside of the organization is holding the individual back.

Engage PMs to discuss if resources available to address issue.

When all else is eliminated, the root cause is feedback.

When the individual fails to demonstrate behavior even after the feedback root cause was addressed and expectations were provided.

Engage PMs and HR to establish Performance Improvement Plan

Step 1 Can the importance

of the behavior in this situation be explained satisfactorily?

Was the behavior consistently performed in the past?

Obtain a response to the question, ”Is everything okay at the office?” (or something similar)

Obtain a response to the question, “Is everything else okay outside the office?” (or something similar)

Ask the employee to tell you the expected targets and results.

Ask the individual a question similar to, “Is this a question of your willingness to perform the behavior?”

Step 2 Can the process or

procedure be satisfactorily explained?

If yes, did anything significant change since the behavior was last performed consistently (Requirements, targets, and so forth)?

If individual is not able to provide the targets and expectations, RESTATE job metrics and expectations.

Step 3

If answers to the above questions are “yes” then this is not the root cause.

Move to question two.

If the behavior was consistently performed in the past or nothing significant changed that alters behavior, this is not the root cause. Move to question three.

If the individual says something like, “Everything is fine,” this is not the root cause.

Move to question four.

If the individual says something like, “Everything is fine,” this is not the root cause.

Move to question five.

Ask the employee to state where their gaps in performance are? Gain commitment to improve. If no improvement

Move to question six.

Step 4

If any answer is “no,” the root cause is knowledge.

Develop Action Plan to address knowledge gaps.

Otherwise, the root cause is skill.

Develop Action Plan to address skill gaps.

If the answer is “no,” and the rationale is about something in the organization, the root cause is internal environmental Consult with PMs on options to address.

If the answer is “no,” and the rationale is about something outside the organization, the root cause is external environmental. Consult with PMs on options to help individual.

Restate Expectations Gain Commitment – This Root Cause should be assigned only once to a performance area and if performance does not improve move to Motivation.

If answer is Yes, the root cause is motivational.

Engage PM & HR, PIP will be initiated.

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Desired Agent Call Behaviors Associated with Customer Satisfaction

CUSTOMER SATISFACTION

“Doing all you can to provide a high degree of Customer Satisfaction”

Resolve our Customer’s Issue

“Giving the right amount of attention to help our customers”

Service

“Offering our customers high value Products & Services”

COMMIT

“Doing what you should be doing when you should be doing it”

Training coverage (S1-S3)

1. Business mindset

2. Professional work ethics

3. Building Rapport

4. Effective Questioning

5. Active Listening

6. Business Communicationa. Effective presentation

7. Communicate With Multi Generation Awareness

8. Communicate With Multi Culture Awareness

9. Call Control Techniques

10. Managing Challenging Customers

Training coverage (S4-M2)

1. Neuro-Linguistic Programming

2. Competency

3. Critical thinking

4. Coaching for results

5. Behavioral interviewing

6. Perception management

7. Business Communicationa. Effective presentation

8. The 7 Habits of Highly Effective People

9. 48 laws of power

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Definition of Goals & Scope

Measurement of scope (Data collection)

Analysis (Root cause & SWOT)

Improve (Develop implementation plan

&defining best practices)

Control (Implementation of improvements &

provide feedback)

° At the moment, I have a external point of view of what needs to be improved for KForce, however the high level goal & limitations will have to be defined.

° I would also need an idea of how far we can push the constraints to maximize perpetual improvement.

Project Roadmap (DMAIC)

The training room was conducive to learning (e.g. physical layout, temperature, lighting, etc.)There were enough workstations/PCs for everyone to practice on.

The trainer was able to maximize the time allocated for training.

The training objectives were clearly defined and met.The information presented was easy to understand.

There were many activities that sustained my interest.

Other Comments

What are the trainer's strong points?

What are the trainer's areas for improvement?

What did you enjoy most about training?

How can we improve the training program?

The trainer was able to enforce the house rules.

KFORCE CONSOLIDATED TRAINING EVALUATION REPORTKforce Personal Development Programme

Facilitator: JASON TENEBRO

Legend: 5-Highly Agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Highly Disagree

The Training Environment

The TrainerThe trainer was knowledgable of the topics discussed.The trainer set expectations with the class at the start of training. The trainer inspired and instilled confidence.The trainer was punctual and came to class well prepared.

The Training Program

The training materials (e.g. handouts, powerpoint files, audio clips) helped me learn faster.

The length of the program and pace of discussion were just right to maximize my learning.Overall, the training program was effective.

The trainer was fair and treated everyone equally.The trainer's presentation style made the topics interesting. The trainer was able to encourage the trainees to participate in class.The trainer presented the topics in an organized manner.

The trainer demonstrated IBM values consistently. Overall, the trainer was effective.

TOTAL AVERAGE

Training evaluation report for continuous improvement of both the programme & the trainer.

This shall be given to each of the participants upon completion of their training in the said course.

QUESTIONS?