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Getting people to grow
Quality and moment of truth
• Having the right people is OK
• But they must also be helped in their efforts
• Thus, companies train their staff and help
them to make a wise use of their discretion
• Improve the ability to solve problems and to
think and act in a customer‐oriented way
• Freedom of action backed by competence,
tools, understanding
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Training
• Many service companies have their own
schools or “universities”
• These teach and diffuse i) the technical skills,
ii) interactive behavioural skills, iii) company’s
values ‐ and they let the public know it
• Transactional analysis, role‐playing, conflict
simulations may all help in the crucial
reinforcement of interpersonal relations
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07/11/2013
Goals of training (= conditions of a
good training)
• Training the contact personnel is fundamental
• But it must be well designed, adapted to the
specific company needs, regarded as a part of
a change management system (see quotes)
• And the internal service circle has to be “ok”
• This is why also supervisors (and top
executives) need to be trained, and formed so
to share the company values
Tailored training programmes
• Programmes shall meet the company’s
operational needs and its business
• They also have to be regarded strategically
• Training can unfreeze, change an established
structure or common attitude and behaviour
• Training is one of the tools, not the only one
Follow‐up
• A good training engenders the need (and the
wish) to be trained again
• This need cannot be overlooked, so …
• The company has to measure the training
impact: are employees improving? How can
they be further helped?
• Reinforcement mechanisms: rewards,
feedback on performance, participation to
workgroups
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07/11/2013
Job design, role design
• The fit between the needs and the job needs
being maintained
• If motivation is lacking: can jobs and roles be
redesigned , become more interesting or
enriching? E.g., working with senior partners
• Moreover: has the company a clear idea of
“the model employee”? Can it communicate
it? And can these people really be found – or
developed?
Career design
• Service jobs are especially intensive, involving
a lot of customer contact
• The beautiful exit (or moving internally) – and
the development of suitable replacements!
• How to capitalize on the competence of
seasoned staff? How to accept some
“resistance” on their part towards managers?
• Thinking out of the box: example