Problem/Issue:
In an emerging & fiercely competitive market scenario, one of India's largest Business group's launched its basic landline telephone services. The Management was clear that superior customer service was their key to give them competitive edge. Their brand also promised "Delight" to the customer. TMI & the company management felt that to achieve sustainable & consistent levels of Delight, apart from enhancing the skills of the Customer Interfacing staff, it would be necessary to sensitize the rest of the organisation to 'Customer Orientation'.
Solution:
The solution designed was two fold:
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To ensure that customers received the required levels of Service, TMI designed a competency enhancement program for the Customer Service department. This was:· · To be cascaded in 3 phases· · The first phase was to concentrate on development of behaviors which are service oriented
The 2nd & 3rd phase focus on development of customer oriented culture & attitude. More than 200 people have gone through this program. A specially designed program was cascaded to the supervisors of the staff, so that they could help manage & integrate the implementation of the program on a day to day basis.
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For the rest of the organization, an Initiative was undertaken & 300+ people went through a 'Customer in Focus' training. Improvement projects were launched. The company itself took many initiatives- reward & recognition programs were launched, communication with employees was increased.
Outcomes:
There is an increased level of Customer sensitization within the company & Customer Satisfaction levels have increased. TMI spent significant time in reviewing the initiative, the learnings and the improvement projects. Some of the concrete benefits are
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Quality of 'customer calls ' has increased.
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Increased energy within the organisation. Improvement projects are underway & many new initiatives have started.
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Reward & recognition programs were launched after the initiative.
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One of the significant outcomes of the Customer sensitization initiative has been that employees are now sensitized to Internal customers & supplier specifications. The Organisation is now planning to define Service Level Agreements at an operational level.
The Need:
The 2006 Employee Satisfaction Survey of managers and senior managers revealed a significant gap in the Manager – Team Relationships sphere. A potential cause for this could be that these managers had risen up to their current roles from within the organization, i.e. from being individual contributors to leading teams between 6 – 20 members, to counter this and to equip the managers to perform their current role with greater ease and precision, The company partnered with TMI to help the managers develop managerial skills through a systematic development process. TMI was asked to validate the needs of the organization and develop a solution to help the managers learn the skills essential for their new roles.
Solution:
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TMI conducted a detailed prework on the basis of the data gathered through the Employee Satisfaction Survey and the Reverse Feedback Scores shared by The company. These findings were validated through one – on – one interviews with top management including the COO, the HR Head and director, delivery heads, the training team, managers and senior leads.
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Post the need validation, a customized three day ‘Explore’ workshop was designed to equip and train managers through a phased development process which was followed by a 2 day ‘Advanced Explore’ workshop where the aim was to further enhance the group on additional managerial skills. The workshops looked at skills such as: understanding their role vis – a –vis all stakeholders; goal setting; communication skills; building & managing relationships; problem solving; motivational skills; assertiveness; delegation; feedback & coaching skills; team building skills; manage change, conflict handling and building emotional self awareness.
Outcome:
Through this workshop, TMI created a positive impact on the participants who attended the workshops. There has been an increase in the employee satisfaction scores and the reverse feedback scores for the participants. The skills acquired during the workshops are being used by participants in their day to day working.
Problem / Issue:
Employing over 2000 IT professionals this large I T company was facing high turnover of staff & subsequently, low engagement of employees. They wanted to 'attack' this problem at the start of the relationship- when the new employees joined. The company wanted the new Employees to view their role holistically- to balance their need for 'receiving' the best from the organisation with contributing their best to the organisation too.
Solution :
TMI recommended a customized version of its popular 'Employeeship' program as a standard part of the New Employees Induction program. The main objective of the program was to sensitize & demonstrate pertinent behaviors. Working with the values of the company, TMI India meshed these with the factors of Responsibility, Commitment, and Loyalty & Initiative. The program was launched 3 years ago. (2000) and is continuing.
Outcomes :
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It helped the company to introduce an "Employeeship culture" among the new inductees.
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The employees display higher levels of engagement within the company.
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As a part of the annual audit that TMI undertakes, participants report " Even as a Trainee, I took initiative to meet stringent deadlines for a customer delivery" & another stated " I have taken initiative to handle a complete product independently".
TMI India has trained more than 600 people and the program is now in its 3rd year. The success of this initiative has led to a broader and deeper level of relationship between TMI and the Company.
Problem/Issue:
One of India's largest BPO's was facing a problem of large turnover of the frontline Customer Care Employees. (a characteristic of this industry). They cited 'their Team leader's harsh attitude towards them' as the main reason. The company recognized the peculiarities of their own industry- many of the Team leaders (TLs) had risen up the ranks with no formal training on how to deal with people issues.
Solution:
TMI did a diagnostic study to understand the issues & recognized that while the Team Leaders were delivering on targets, they were unable to motivate & develop their team members. TMI rolled out a custom made program for the Team leaders called 'Building Winning Teams', which was very successful. The program was designed to orient them to the various aspects of managing people - & understanding people related issues. The Team Leader's have actionable items after the program; once these are implemented- the TLs are given a joint certification by the company & TMI.
Outcomes:
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The program has helped participants understand their role in a larger perspective.
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Some of the benefits that participants have reported are: better relationships with team members, understanding of critical factors for making a powerful team, understanding employees ' issues & dealing with them.
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The program is now a regular feature of a new Team Leader's induction into the role.
Problem/Issue:
This is a premier organization in India playing a unique cultural and intellectual role in the capital and is frequented by artists, spiritual & academic leaders. The leadership felt that in sync with the times the organization should become more customer oriented. Some of the issues they were facing were: Staff not taking responsibility, Lack of Internal service and co-operation, Complacency and lack of accountability in the system. The management wanted to create a Service Orientation in the organization & Better Internal Co- operation and Relationships.
Following a consulting & training approach, TMI first did a diagnostic study which revealed -
• A high degree of complacency had set in &
• People were not performing to the best of their abilities.
Top Management Briefing was held to Communicate organization issues to the team, explain and facilitate their role in bringing about change. 3 projects were identified and teams created within the Top Management, to resolve organization issues like:
• Clarifying the Vision of the Center
• Defining the reward & recognition system.
TMI conducted a 2-day program on 'Putting People First' for 60 supervisors. 1-day workshops were conducted for the same group on How to Implement PPF, particularly the Behaviors and quality parameters within their teams.
Outcomes:
Some of the benefits that they experienced were:
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Motivation among middle management to change.
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Change in Customer oriented values, systems and policies.
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The program is now a regular feature of a new Team Leader's induction into the role.
