Gordon Bull
Learning Forte Limited
Copyright Learning Forte Ltd. 2009
Before, During and After
Effort
Measure
Intervention
Design/Delivery
Training
Need
?
Time
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Before, During and After
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Can the Before, During & After Model help the learning
function add business value to the organisation?
62.86%
28.57%
2.86%
0.00%
5.71%
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1.
2.
3.
4.
5.
Yes, greatly
Yes, somewhat
Neither adds or detracts (neutral)
No – slightly distractive
Very distractive
Case Study 1:
Vodafone Corporate Sales Academy
Creating A World Class Sales Team
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Why?
• Business Transformation
– Simple SIM/Handset sales to complex business system solution sales:
What?
• Stopped existing sales training programme - Needed to understand full
implications of data solution sales.
• Researched solution sales type industries, particularly IT
• Defined ‘Customer Relationship Selling (CRS) in full, behaviours, skills &
knowledge
• Developed our own ‘Skill Circle’ & ‘World Class Sales Model’
• Re-defined job roles – Developed functional competence model
•
•
Repositioned to drive data solution sales, whilst retaining & growing voice
revenue
Refocused around customer, restructuring of Service Delivery support
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Analyse Customers
Sectors &Markets
Business Awareness
Analytical Skills
Industry Knowledge
Management Structures
Develop Relationships at
Multi Touch Points
Board Level Communication - Business Language
Networking
Consultancy
Strategic Planning
With Customers
Positioning Of Vodafone in Account
Strategic Planning
Stake Holder Analysis/Top Team
Objective Setting - Account Action Planning
Sell & Negotiate
At All Levels
Basic Selling to Advanced Selling
Board Room Negotiation
Presenting Solutions
Account Management
Lead Virtual Teams
Project Man.
Complex Solution Sales
Leadership
Facilitation
Project Management
Coaching
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CRS Capability
•
Action Plan - Individuals discussed feedback with managers & identified
development needs
•
Created Personal Development Plans, using Sales Academy opportunities
•
Team level, started to identify poor performers for potential performance
management action & for our top performers started to look at account realignment & succession planning
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Measuring the Success of the Sales Academy
•
Business level :
– Corporate Sales Targets, 10% inc in Voice Revenue, 6% inc in SMS
Revenue & 700% inc in Data Revenue
•
Individual level :
– 360 Degree assessment of CRS behaviours
– Learning from interventions - Transfer of learning to job performance
– Effect upon relationships within Accounts
– Measuring selling capability
– Measuring the effect on Employee Satisfaction
•
General Level:
– Academy site access and usage
– Reaction to interventions in Academy
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Sales Academy Critical Success Factors
•
Key sponsorship and leadership from Sales Director
•
Sales Academy and people capability, integrated into a wider organisational
development project within Corporate Sales
•
Planned communication strategy which included conferences, management
briefings, voice push, e-Mailer, letters to home addresses, leaflets & email.
•
Business outcomes focussed
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Do you think the Sales Academy solution positioned
the learning function to add business value?
77.42%
16.13%
6.45%
0.00%
0.00%
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1.
2.
3.
4.
5.
Yes, definitely
Yes, somewhat
Not sure
Not very much value
No, not at all
Case Study 2:
American Express
International Call Centre Operations
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What’s important in a Call Centre Operation?
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What’s important in a Call Centre Operation?
Call waiting
time
Call length
Content
Accuracy
All drive
Customer
Satisfaction
Staff
Satisfaction
First Call
Resolution
Repeat Calls
Staff Turnover
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Agent
Utilisation
Training Dashboard – September YTD
Avail - Delivery
Avail - Design
L1
L2
# Classes
% Hours - New Hire
% Hours - Soft
Skills/ Upskilling
% Hours - CSD
% Hours - Risk
% Hours - CMU
% Hours - Other*
# Reps Trained
Avg. # reps: class
2006
Target
Canada
YTD '06
Mexico
YTD '06
Japan
YTD '06
Australia
YTD '06
UK
YTD '06
Italy
YTD '06
Germany
YTD '06
75%
80%
85%
80 - 84%
84%
74%
84%
84%
70%
59%
84%**
87%
90%
91%
94%
87%
87%
87%
92%
95%
92%
93%
90%
89%
90%
90%
88%
92%
72%
84%
286
145
150
414
340
57
38
80%
87%
38%
29%
64%
40%
35%
20%
13%
62%
71%
36%
60%
65%
14%
60%
84%
48%
62%
57%
0%
8%
33%
16%
28%
22%
43%
100%
5%
6%
0%
24%
16%
0%
0%
73%
1%
0%
0%
0%
0%
0%
2,800
9.8
1,096
7.6
642
4.3
3,800
9
3,115
9.0
* includes US TSC
** German Credit
Metric definition:
Availability = Total available hours less shrinkage divided by total hours tracked (actual); measure of productivity
L1 = Learners’ reaction and satisfaction with course content & delivery; L2 = Learners’ grasp of content; actual learning from the course
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271
4.8
173
4.5
Before Stage - Top down and Bottom up
Overall Business Goals
Superior Customer Services
Competitive Products
Market Leader
Huge need for rapid
content development
and frequent updating
Overload!
But….
Realities at the sharp end
Realities at the sharp end
Many product variants
Constant changes & updates
10 a day
2,500 a year!
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SMEs
The Solution
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The Results:
 Less time off the floor in the classroom – Higher Agent Utilisation
 More Accurate information – Higher 1st time call resolution
 Reduced repeat call
 Reduced call waiting time
 Overall call times reduced
 Higher staff satisfaction – reduced staff turnover
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Do you think the Amex Performance Support
solution positioned the learning function to add
business value?
87.18%
10.26%
0.00%
0.00%
2.56%
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1.
2.
3.
4.
5.
Yes, definitely
Yes, somewhat
Not sure
Not very much
No, not at all
After this presentation, will you be
doing anything different in your role?
20.59% 1.
41.18% 2.
17.65% 3.
20.59% 4.
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Definitely – adopting Before, During & After
Yes, possibly – want to find out more
Not sure
No change
How valuable has this presentation
been to you?
45.24%
40.48%
14.29%
0.00%
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1.
2.
3.
4.
Very
Somewhat
Not very
Not at all
Questions
gordon.bull@learningforte.com
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