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Casual Articles - Make Training Accountable to the Bottom Line
If you are in sales training you know how salesmen and women can often be. When I was younger I ran a mobile car wash company and would go clean cars at the office complexes and often we would wash and vacuum cars for sales people who wanted to have a clean car to take people to lunch in or for business meetings.Often we would have sales people call us and ask us if we saw a little piece of paper they had lost with some writing on it or a busines
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
<The other day I was asked, by a gentlemen if my company would lend him a fully outfitted mobile oil change van. He in trade for this would in the Great State of Ohio help our company market to corporation employees of some of the largest companies there.He would set up a marketing campaign and sign up customers to have their oil changed while at work right on the property. Also he would help me market this in Las Vegas as his son’s lived there an
"Is it fair that trainers be held responsible for improving employee performance? Although training may be seen on the surface as a "cause and effect activity" i.e. you train an individual and their performance increases until they reach a certain standard - I think we all really know that a person's learning (and performance standard) is a result of a wider range of systemic influences."
Trainers are and should be accountable to the bottom line like everyone else in the organization. The reason why we struggle with this is because of our outdated notion that training is what happens in the classroom.
Training is a business solution and should be measured like any other business solution. If a company invest time and money to design, develop, and deliver training their should be demonstrated return for the effort.
Classroom training is an event that should only be undertaken because there was clearly identified business need (not training need). Before one dime is spent on the development side of training we should know exactly with the training should produce.
Much of the trouble can be linked to using the wrong training measures: number of people in the class, the number of training days...Our inability to say that we are going to spend $25,000 to train and the gain will be $50,000 -$100,000 is what diminishes our position in the organization.
The only reason to train anyone in an organization is so that they deliver more RESULTS. We have to know what we are hoping to improve, increase, or reduce before taking up the time and spending the money.
Training that is tested only in the classroom is of no benefit to the organization. Training that is delivered to gain behavioral changes that can be viewed in the classroom is of no benefit to the organization. The only training that matters is the training that closes the specified performance gap so that the business results improve. Before you can impact the bottom line you must define the bottom line.
There are two important questions that must be answered:
QUESTION #1 - What does the company need more or less of?
All companies are looking for the same things like faster processing times, fewer mistakes, less rework, more sales, or less waste. It doesn't matter what job title employees have, their jobs or operations are expected to return more to the company than it takes away.
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
Here are a few simple things to keep in mind when the situation has deteriorated and the heat has been turned up.The first is to breathe. That’s right. Here is the big secret you’ve been waiting for! Breathe! When human beings are faced with very tense situations we will often freeze up and forget to breathe. It’s out natural flight or fight reflex. Our muscles get ready and the adrenaline begins to flow charging us up to respond as the situati
Training is a business solution and should be measured like any other business solution. If a company invest time and money to design, develop, and deliver training their should be demonstrated return for the effort.
Classroom training is an event that should only be undertaken because there was clearly identified business need (not training need). Before one dime is spent on the development side of training we should know exactly with the training should produce.
Much of the trouble can be linked to using the wrong training measures: number of people in the class, the number of training days...Our inability to say that we are going to spend $25,000 to train and the gain will be $50,000 -$100,000 is what diminishes our position in the organization.
The only reason to train anyone in an organization is so that they deliver more RESULTS. We have to know what we are hoping to improve, increase, or reduce before taking up the time and spending the money.
Training that is tested only in the classroom is of no benefit to the organization. Training that is delivered to gain behavioral changes that can be viewed in the classroom is of no benefit to the organization. The only training that matters is the training that closes the specified performance gap so that the business results improve. Before you can impact the bottom line you must define the bottom line.
There are two important questions that must be answered:
QUESTION #1 - What does the company need more or less of?
All companies are looking for the same things like faster processing times, fewer mistakes, less rework, more sales, or less waste. It doesn't matter what job title employees have, their jobs or operations are expected to return more to the company than it takes away.
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
<"La loi du Bake and Shark" was a phrase first coined by a Frenchman visiting visiting Maracas Beach, a popular spot on the island of Trinidad. Trinidad is the larger of two of the main islands that make up the Republic of Trinidad and Tobago.He observed that the majority of people on the beach bought a sandwich called "Bake and Shark" from one stall although there were many stalls to choose from. People would rather line up at the popular stall a
Much of the trouble can be linked to using the wrong training measures: number of people in the class, the number of training days...Our inability to say that we are going to spend $25,000 to train and the gain will be $50,000 -$100,000 is what diminishes our position in the organization.
The only reason to train anyone in an organization is so that they deliver more RESULTS. We have to know what we are hoping to improve, increase, or reduce before taking up the time and spending the money.
Training that is tested only in the classroom is of no benefit to the organization. Training that is delivered to gain behavioral changes that can be viewed in the classroom is of no benefit to the organization. The only training that matters is the training that closes the specified performance gap so that the business results improve. Before you can impact the bottom line you must define the bottom line.
There are two important questions that must be answered:
QUESTION #1 - What does the company need more or less of?
All companies are looking for the same things like faster processing times, fewer mistakes, less rework, more sales, or less waste. It doesn't matter what job title employees have, their jobs or operations are expected to return more to the company than it takes away.
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
<When considering public relations for Car Wash Companies you should understand that there are ways to maximize your gifts and donations to the local community and space these acts of kindness over a long period of time. How so you ask?Well, simple lets say your car wash has pre-paid wash cards then you can give those out for silent auctions, door prizes and at chamber of commerce mixers so they give you PR and also are welcomed by the recipients.
There are two important questions that must be answered:
QUESTION #1 - What does the company need more or less of?
All companies are looking for the same things like faster processing times, fewer mistakes, less rework, more sales, or less waste. It doesn't matter what job title employees have, their jobs or operations are expected to return more to the company than it takes away.
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
<Last month, we told you about “pay for play,” a practice in which news organizations charge sources to appear on their programs. In other words, if you ante up enough cash, these “news” programs will air a puff piece about your company or organization.But in most cases, these pay for play outfits don’t deliver what they promise. Not only don’t they stand behind their “guarantees” of audience numbers, but the public regards their alleged reporting
QUESTION #2 - What do employees need to know and do differently in order for the company to realize their goals?
If the company needs more sales, teaching your customer service agents to say please and thank or smile while they dial is not enough. The skill that employees need is to listen and solve the customers problem more efficiently.
All training should be designed and delivered to transfer directly to the workplace because that is the only place that it counts.
Training will never add value if the focus remains on skill development instead of appropriate skill application. We have to stop teaching people about "communication" and teach them how to communicate differently to improve relationships and business results.
It's less important that customer service agents know about the role of customer service and don't know how to truly serve customers.
There is a chasm of difference between the two.
For more information you may want to read: "Easier to Predict the Weather than Training ROI." http://think6results.com/showarticle.php?article=easitopr#beginning
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