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for Team 6
March 20, 2016
Analysis Methods
In order to determine the gap between PJ Enterprises goals and
existing achievements, Concept Creators collected and gathered
key information by utilizing the following analysis strategies:
Interviews
Survey Questionnaires
Observations
Focus Groups
Finding
Catalogs
Catalogs are missing key
information for customers
Resources
Product guides given to the
telephone operators
preceding the training; paper
copy that falls apart within a
couple of weeks; not in
alphabetical order or by item
number; changes in names
for products; i.e. wide shorts
or shorts wide; written in
paragraph form
No scripts provided for TOs;
some have self-scripted
Need
Recommended Solution
Specific information
included in employee
handbook
Finding
Resources, continued
Training room contains LCD
projector; no other
equipment
Need
Recommended Solution
Product Training
Quarterly half-day product
trainings over new products
(50 each catalog); typically,
not all products are covered,
and there is no time for
questions; product training
occurs two weeks prior to
product catalog release
Finding
Smaller chunks of
training; time for questions;
time for learning about all
new products
Develop a comprehensive
training program for new
product releases; this
training would be for all
telephone operators and
customer service
supervisors; create
instruction in small chunks
over a longer period to
allow for absorption of
information needed;
suggest pre-shift huddles to
focus on single product
each day following training
Need
Recommended Solution
Product Training,
continued
Training manuals for
facilitators and trainees
with formal training
documents
No knowledge checks
incorporated or formal
assessment methods used
Training to include
formative and summative
assessments
Product expertise to
demonstrate or explain
benefits of product
Finding
Product Training,
continued
Training sessions are held in
morning and early evening;
night shifts usually stay for
morning session
Need
Recommended Solution
Comprehensive training
that includes customer
relations and full product
training
Develop a comprehensive
training program for new
hires; training for all
telephone operators and
customer service
supervisors would include
product, order entry, and
customer relations training
Progressive training to
include job shadowing
Progressive training
10
Finding
New Hire Training,
continued
No training materials for
automated telephone system
demonstration of procedure
only; no hands on practice or
simulation
Need
Recommended Solution
Include information on
companys mission
statement in training
materials
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Need
Recommended Solution
Finding
Order Entry System,
continued
New system will have all TOs
transition at one time
12
No comprehensive order
entry system trainingjust
demonstrations
Create comprehensive
training on new order system
to include simulation of
customer calls for TOs
Workstations
Out of date and slow
(especially during peak
season); includes standard
workstations with separate
telephones and handsets
Updated workstations to
handle volume appropriately
Monthly Meetings
Monthly meetings are unpaid,
offered twice (morning and
early evening); they are
optional and not attended by
most staff
Compensated monthly
meetings
Finding
Need
Recommended Solution
13
Monthly Meetings,
continued
Monthly meetings are
intended to motivate
employees to sell more but
monthly meetings only
communicate negative sales
numbers and are viewed
negatively by staff (TOs feel
that it is only to berate them)
Work Environment/Morale
Positive, holistic
motivational meetings
Include team-building as
part of monthly meeting
Incentives based on
employee feedback
Leadership training on
effective interactions with
subordinates
14
Finding
Work Environment/Morale,
continued
Need
TO training in new
performance criteria
Typically no interactions
between TOs and
supervisors. Supervisors not
readily available to assist TOs
when they lack knowledge
about products
Better communication
among staff at all levels
Recommended Solution
Create
training to
inform and
educate
all staff on
new
performan
ce
evaluation
criteria
and
process
Create training for CSSs
regarding management,
processes, and
interpersonal skills
15
Develop a comprehensive
training program for new
product releases; this
training would be for all
telephone operators and
customer service
supervisors; create
instruction in small chunks
over a longer period to
allow for absorption of
information needed;
suggest pre-shift huddles to
focus on single product
each day following training
Finding
Work Environment/Morale,
continued
Need
Recommended Solution
Create management
training for effectively
monitoring performance,
evaluations, and effective
interaction with
subordinates
16
Leadership training on
effective interactions with
subordinates
Create management
training for effectively
monitoring performance,
evaluations, and effective
interaction with
subordinates
Documented job
descriptions and
performance objectives for
each position/level of
advancement; performance
review standards; better
communication with staff at
all levels
Finding
Need
Recommended Solution
17
Customer Service
Feedback
TOs complete customer
surveys themselves
Computerized or phone
surveys for customers
Identify possible
computerized or third-party
surveys for customer
surveys
Standards regarding
customer complaint
reductions
Create management
training for effectively
monitoring performance,
evaluations, and effective
interaction with
subordinates
Employee Retention
No management training for
CSSs
18
Finding
Employee Retention,
continued
Need
Recommended Solution
Employee Evaluation/Staff
Development
Desire to have training as
part of the new staff
development initiative; no
additional training other than
new hire and quarterly new
product training
19
Finding
Employee Evaluation/Staff
Development, continued
TOs do self-ratings of
customer response
timeliness, politeness, and
accuracy of orders
Create
formal job
assessmen
ts for TOs
and CSSs
Need
Recommended Solution
Performance evaluation
training and expectations
for TOs and supervisors
Create
training to
inform and
educate
all staff on
new
performan
ce
evaluation
criteria
and
process
20
Description of error-free
performance not aligned with
TO duties
Identify
and
ensure
that
standards
and
evaluation
s are
document
ed for
customer
service for
every role
applicable
Identify and document
company goals
Create staff development
that addresses and
communicates company
goals
staff
No track leading to
opportunities for
advancement
Advancement opportunities
Create
opportuniti
es for
employees
to feel
successful
and
advance
within the
company
21
Solution
Description
Employee Handbook
Leadership Training
We will develop a
comprehensive training
program that includes
customer relations,
products, and the order
entry system. It will
include activities such as
role playing, order entry
and product-lookup
simulations, and will
include job aids to assist
TOs on the job.
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Evaluation Plan
Concept Creators will work with PJ Enterprises to determine the
effectiveness of the proposed solutions through frequent
evaluations that will be conducted by Concept Creators every 60
to 90 days for at least one year. We will reassess and determine
the need for retraining and/or changes to existing training based
on the results.
We will measure:
Customer complaints/feedback: Compare to standards
Customer sales: Compare to the previous year
Sales per hour: Compare to standards
Employee turnover: Compare to previous year
Employee morale and teamwork: Compare to previous
year
Order Accuracy: Compare to standards and previous year
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