I was in a call center yesterday of about 600 reps. I did 4 side-by-sides in my approximate 6 hours on the floor today. I thought and felt it was time well spent because I witnessed behavior changes on each call with my side-by-side coaching.  With that said, I felt a bit of apprehension with 596 reps not getting any attention that day . How do I measure my ROI?  How do affect change in such a large environment?  I am focusing on increasing sales of 1 product that is offered among 5 others by the sales agents.

UPDATE: 9/1/09   – Thank you everybody for your amazing responses.  I received so many!  Your feedback sent me back to the design table!  I was inspired to create 8 modules  based on customer satisfaction.  It is important that we lower churn and increase c-sat scoring for the call centers.  The falling call volume due to a shift in the call centers core product (home land line services) means that my reps need to make each call a quality call.  Taking every call (aka ‘opportunity’) is the only option.  My specialists now have Facilitator guides, training aids (job aids, side-by-side coaching cards, self-paced learning, etc) as well as a variety of application and presentation styles and activities focused on c-sat.  One critical module that I would like to highlight, focused around the statement, “Nothing Happens Unless the Coach Makes It Happen.”  I love this statement b/c it is my strategy to affect change in such a large environment.  Recognition and responsibility motivational methods will now be in my Specialist’s front right pocket.

The support from everyone who replied to this blog was truly moving.

Samantha (9/1/09)

Coaching is a critical component of a sound sales training campaign in an organization.  Coaches design an action plan for each sales agent based on their identified strengths, weaknesses and opportunities for growth.  The design of this action plan will show the creativity of the coach including their ability to relate to and influence the sales agent by changing their behavior.  That is the ultimate goal of this action plan, to change behavior.  The behavior change is what should move the sales needle in the positive direction for the organization. 

Here is a creative way to communicate required behavior changes and a fun and easy way to document the coaching session.  This is called the Coaching Prescription.  It is a play-off of a prescription pad that comes from the Dr. 

*Note:  This by no means is an all encompassing action plan.  This is an on-the-spot solution used to document the coaching session. 

Coaching Prescription Card

As a designer, there are many training strategies and delivery choices.  The one you select will depend on a few things; Your budget, available learning environment, and the learners themselves. 

The Traditional Training Strategies include:

Job Aids - Tools which provide guidance on the performance of a specific job task or skill.  Used in situations where it is not feasible or worthwhile to commit the procedure to memory before on-the-job performance.

Self-Paced Learning – Provides independent learning that can be done at the learner’s own pace and subject to his/her availability.  The learner does not interact with an instructor or other learners.

On-the-Job Training – Provides training at the job site, usually on a one-on-one basis, while the learner(s) either performs or simulates the job or task(s) to be learned. Can be provided by a manager/supervisor, a senior employee or subject-matter expert, or a member of the training department.

Instructor-Led Training – Provides group learning in a classroom environment (in one geographic location) shared by both an instructor and the learners. It allows learners to interact with the instructor and with other participants, to ask questions, to do application exercises, and to receive immediate feedback.

ALL of these training strategies can be successful as long as they have variety.  Variety is the key to all successful courses.  I do not necessarily mean variety in training strategies but in the presentation and application activities within your mode of delivery. 

Use my Successful Course Criteria Checklist to help ensure your course will be successful.

A Successful Course

May 2009 be the year to shine! These are fast-changing, unprecedented times and Instructional Lab can help you retain and motivate your current employees and/or clients through training and development. An investment in your relationship with them sends a powerful message. It shows that you value them.

Training motivates people and encourages them to remain with their employers. It is worth remembering too that an economic downturn will not necessarily discourage the best employees looking around to further their careers elsewhere. Staff motivated by a commitment to their professional development in their current position should be less likely to stray.

Training and development for your clients will help reinforce your value proposition.  It is important to do this NOW because cutting back on skills development will be problematic for your organizations long-term sustainability.

Instructional Lab offers a series of solutions for your training and development needs.  Job Aids, Webinars, Self-Paced Learning, Instructor-Led Training and E-Learning can be quickly designed to bridge the gap between your expected performance and actual performance. 

For a FREE consultation, contact Samantha Kitover at slk@instructionallab.com or 312-285-5563