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Kforce Training Program Evaluation
- 1. Kforce Global Solutions October 2014
- 2. Mission & Vision MISSION • To improve personnel performance through training on soft skills & professionalism, and performance programs. • To decrease the risk of our people making mistakes that impact the business when it comes to communicating appropriately. • To advance the skills of the participants, so as they would become positive contributors and prepared for career growth. VISION • To produce resources who are prepared for any changes focused on improvements that may be made to our services. • To make our resources more competent, professional & better at communicating freely & with confidence to our clients. • To make our resources prepared for interviews.
- 3. Timeline and Directives TIMELINE • Each training module is to be run between 30 minutes to 45 minutes in a classroom training per participant. (for soft skills training) • 3 months to roll-out the performance plans • 1 - 2 hours of intense training on coaching for results. DIRECTIVE • The said program will act as a training course which will take up 2 hours per day for 3 days, of the resource’s shift for purely training, • Reprimand for failure to complete the course is TBD.
- 4. Limitations and Deliverables LIMITATIONS • Since the resources may have on-going projects & responsibilities, the nomination of participants per class would have to be coordinated with their PMs. (maximum of 10 per class) • TLs & PMs will introduce the said program to the participants and sell the idea of enhancement or development. DELIVERABLES • Submit or publish a per session observation & analysis for Managers to be able to assess the progress of the program & participants. • Present a Training Evaluation Report for PDP to get a view of what the participants feel of the training conducted. • Present the number of resources who have completed the program & a progress report on those still in the program.
- 5. Objective • To prepare our resources for interviews during the transition period. • To ensure that customer complaints are minimized if not eradicated. • To improve the attendance & lessen the tardiness of all resources. • To create training revisions & sessions that would improve the skill sets of the resources. • To create a scorecard by which all resources and people managers can be measured & held accountable to. • To promote competency across all people managers & resources. • To make effective presenters & business writers of the resources. • Create a structured program that will support and facilitate the accomplishment of the mission and vision of the program. • Address internal concerns of the agents which affect their motivation & give feedback once these concerns have been raised to management. 5
- 6. Scope • Job Interview 101 • Customer Satisfaction (CSAT) • Monthly Performance Management (Scorecards) • Training programs (Soft skills & Management skills) • Career Development 6
- 8. 8 Strengths Weaknesses • High level of technical expertise • Stability in the industry of the company • Competitive salary scheme • ISO accredited • Positive reputation in delivering quality IT services • 8 years in the business • Highly capable & technical resource pool • Secure environment • Structured process • Located in the business district • Stable IT infrastructure & comprehensive collection of tools • Targets & SLA met on-time • Solid partnership with KForce • Succession planning in place is not the priority • No monthly performance incentive programs • Disconnect between Management & the resources (news on updates & promotions & expectations not known by all) • Constraints that hinder employee engagement programs • No long term benefits for resources (retirement) • Increased customer complains due to soft skill issues • Economically bound promotional structure • No available classroom training setup • No defined accountability per role • No additional value add to projects fulfilled Opportunities Threats • Determining chargeable metrics that can be financial add ons to KForce • Diversification of scope (targeting other KForce line of businesses to be supported by KForce) • Creation of new processes & innovations in technical development for KForce • KForce now has more competitors for the KForce client • Erratic weather in the Philippines greatly affects the attendance of it's resources. • Complaints from the client can escalate & cause distrust
- 9. Kforce Global Solutions July 2012 Progressive continuance • All existing process improvement plans shall be revisited & analyzed to check if there have been follow through & if they have made an impact on the organization. 9
- 11. Training coverage (S1-S3) 1. Getting that Job! 2. Building Rapport 3. Business Communication a. Effective presentation 4. Communicate With Multi Generation Awareness 5. Communicate With Multi Culture Awareness 6. Effective Questioning 7. Active Listening 8. Call Control Techniques 9. Managing Challenging Customers
- 12. Getting that Job! What have you learnt • Definition of an effective interview • How to prepare for an interview • What to ask & NOT to ask • Tips for building rapport with your interviewer • The interview process • Pre & Post interview best practices • The types of questions asked
- 13. Anticipating the Questions 1. What are the general questions asked? a. Traditional b. Behavioral c. Professional 2. Preparation for answers (basis) 3. How do you answer these questions?
- 15. Building Rapport What have you learnt • Definition of Rapport • Why Rapport is important • Roles You Need to Use with Customers • Tips for building rapport on the telephone • Best words to use for Building Rapport • How to show Empathy
- 16. Building Rapport Trust Continued service with us Customer will listen / agree Customer satisfaction You Why is Building Rapport important
- 17. Business Communication What have you learned? • The elements of Communication • The Message is 7% Words, 38% Tone, 55% Nonverbal cues • Using the PREP Technique • K.I.S.S.! • Avoid run on sentences and wordiness • Avoid Redundancies • Email Do’s and Don’ts • Telephone Etiquette • Presenting Effectively • Voice Elements of Presenting • Rules in Presenting • Proper Question & Answer
- 19. Communicating with Generational Gap Awareness What have you learnt • Type of generation and their behaviors • Recognize the generational clashes and challenges that might occur at work place while working with multi-generation team • Apply the best practices while communicating people from different generation
- 20. What Defines a Generation? Different and Distinctive Differences: • Unique work ethics • Different perspectives on work • Distinct and preferred ways of managing • Unique ways of viewing quality • Different priorities that affect how and when they show up for work
- 21. Communicate With Multi Culture Awareness What have you learnt • What is culture and cross culture competency • Challenges communicating in multi-cultural environment • Best Practices – Communicating in multi- cultural environment
- 22. Best Practices – Stop Stereotyping • Stereotype is a thought that can be adopted about specific types of individuals or certain ways of doing things • These thoughts or beliefs may or may not accurately reflect reality. • AVOID STEREOTYPING !!
- 23. Effective Questioning You should now be able to: • Use a variety of question types • Add more structure to your questions • Practice listening properly • Summarize customer issues to avoid call-backs
- 24. Question Types Closed Questions are Good for: • Testing your or customer’s understanding • Concluding a discussion or making a decision • Frame setting Open Questions are good for: • Developing an open conversation • Finding out more detail • Finding out the other person's opinion or issues
- 25. Active Listening What have you learnt • Why do People Listen • 3 elements to be an effective communicator • Barriers to Active Listening • Listening styles • Techniques of Active Listening • Tips to Effectively Listen
- 26. Crucial Listening Skills Tips to effectively listen Focus Take Notes Paraphrase Acknowledge
- 27. Call Control What have you learnt • The elements of the call flow process • How to apply positive scripting examples for all elements of the call flow process • Basic troubleshooting techniques • Apply knowledge gained via role play simulations of top call generators
- 28. Effective call flow process Good customer service means: 1. Being an effective listener 2. Having good command of spoken and written English 3. Giving the caller undivided attention 4. Taking note of important points of conversation 5. And one of the most important thing is to keep the call flow effective throughout the call
- 29. Managing Challenging Customers What have you learnt • Be able to identify the 4 types of challenging people • Use the cheat sheet for handling objections • Understand the elements of positive customer engagement • Be familiar with the 8 step process to diffuse a dissatisfied customer
- 30. 8 steps to handling challenging customers 1. Listen - Active listening 2. Understand - Internalize it. 3. Elevate - Inform. 4. No Fighting - Be calm 5. Resolution - The deal breaker 6. Resolve - Making the difference 7. Writing - Memorialize it! 8. Learn - Constructive criticisms
- 31. The training room was conducive to learning (e.g. physical layout, temperature, lighting, etc.) There were enough workstations/PCs for everyone to practice on. The trainer was able to maximize the time allocated for training. The training objectives were clearly defined and met. The information presented was easy to understand. There were many activities that sustained my interest. Other Comments What are the trainer's strong points? What are the trainer's areas for improvement? What did you enjoy most about training? How can we improve the training program? The trainer was able to enforce the house rules. KFORCE CONSOLIDATED TRAINING EVALUATIONREPORT Kforce Personal Development Programme Facilitator: JASONTENEBRO Legend: 5-Highly Agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Highly Disagree The Training Environment The Trainer The trainer was knowledgable of the topics discussed. The trainer set expectations with the class at the start of training. The trainer inspired and instilled confidence. The trainer was punctual and came to class well prepared. The Training Program The training materials (e.g. handouts, powerpoint files, audio clips) helped me learn faster. The length of the program and pace of discussion were just right to maximize my learning. Overall, the training program was effective. The trainer was fair and treated everyone equally. The trainer's presentation style made the topics interesting. The trainer was able to encourage the trainees to participate in class. The trainer presented the topics in an organized manner. The trainer demonstrated IBM values consistently. Overall, the trainer was effective. TOTAL AVERAGE Training evaluation report for continuous improvement of both the programme & the trainer. This shall be given to each of the participants upon completion of their training in the said course.
- 32. Timeline and Directives TIMELINE • Each training module for S1-S3 is to be run between 30 minutes to 45 minutes in a classroom training. (for soft skills training) • 1 – 1.5 hours of training for each of the modules for S4- M2. DIRECTIVE • The said program will act as a training course which will take up 2 hours per day for 3 days, of the resource’s shift for purely training, • Reprimand for failure to complete the course is TBD.
- 33. QUESTIONS? 54
Editor's Notes
- Items italicized are modules currently being developed and reviewed, these should be available as soon as they are deemed consistent with the goals as well as relevant.
- What are the general questions asked? Traditional 1) Straightforward Behavioral 1) Honest 2) Detail 3) Concise Professional 1) Key selling points 2) Level of expertise Preparation for answers (basis) i. Skills ii. Values iii. Attitude iv. Ability v. Competence vi. Genuine vii. Commitment viii. Concise How do you answer these questions? i. Competence ii. Positivity iii. Familiarity with organizational culture iv. Familiarity with organizational objectives of the role
- Nonverbal Messages: The Handshake: It's your first encounter with the interviewer. She holds out her hand and receives a limp, damp hand in return -- not a very good beginning. Your handshake should be firm -- not bone-crushing -- and your hand should be dry and warm. Try running cold water on your hands when you first arrive at the interview site. Run warm water if your hands tend to be cold. The insides of your wrists are especially sensitive to temperature control. Your Posture: Stand and sit erect. We're not talking ramrod posture, but show some energy and enthusiasm. A slouching posture looks tired and uncaring. Check yourself out in a mirror or on videotape. Eye Contact: Look the interviewer in the eye. You don't want to stare at her like you're trying to look into her soul, but be sure to make sure your eyes meet frequently. Avoid constantly looking around the room while you are talking, because that can convey nervousness or a lack of confidence with what is being discussed. Your Hands: Gesturing or talking with your hands is very natural, but keep it in moderation. Getting carried away with hand gestures can be distracting. Also, avoid touching your mouth while talking. Watch yourself in a mirror while talking on the phone. Chances are you are probably using some of the same gestures in an interview. Don't Fidget: There is nothing worse than people playing with their hair, clicking pen tops, tapping feet or unconsciously touching parts of the body.
- Why is Building Rapport important? The ability to build rapport with customers is vitally important. Because, if you have rapport with your customers, they are more likely to trust you, listen to you and communicate openly with you. This in turn enables you to interact more comfortably and work more effectively together. Rapport dramatically increases your chances of winning the customer over. Having rapport means that when there are tough issues to discuss, for example when an issue cannot be solved immediately, you can more easily find agreement and move on. Rapport can be described as ‘when two people are like each other, they like each other!’ Rapport builds trust and without basic trust communication can become stilted. When communication between two or more individuals reaches its optimum it’s said that a perfect rapport has been established. On the other hand, when communicating with a customer or prospect is hard the situation becomes rapport-less. Some people we meet may inspire an instant connection and immediate trust, while another person can be very polite and charming, yet we don’t feel any connection with them and our communication feels unnatural. When two or more people meet they immediately start an automatic process of comparison with the other. If the outcome of this process is judged that the other person is similar in some way then rapport is established. When people are in a state of rapport they tend to respond easier to our instructions, suggestions and influence. Is it any wonder that rapport is often seen as the foundation of all good communication?
- The most widely accepted model of communication includes the sender, the message, the medium, the receiver and feedback which closes off the cycle. Ask: Which of these elements, in your opinion, is the most important? Each of these elements play a crucial role in communication and any one of them can cause a failure in communication.
- Now that we have gone through this module, I hope you will have a better understanding on how to work with a multi generational team and most importantly follow the best practices to communicate with people who are from different generations
- Now that we have gone through this module, I hope you will have a better understanding on how to work with a multi generational team and most importantly follow the best practices to communicate with people who are from different generations
- First an foremost, do you know what Stereotype means? stereotype is a thought that can be adopted about specific types of individuals or certain ways of doing things These thoughts or beliefs may or may not accurately reflect reality. For an example : All Americans are generally considered to be friendly, generous, and tolerant, but also arrogant, impatient, and domineering All Asians are good at math. All Asians like to eat rice and drive slow. All Men take charge in a relationship. Well are you sure all the men take the lead ? (laugh a bit ) One thing to keep in mind when managing cross-cultural communications is to avoid stereotyping. Even though a culture may be defined in a particular way, that doesn’t mean such things are true of each individual and regional differences are also key. An Asian employee from Malaysia, for instance, has a very different background than someone from Japan.
- You should now be able to Use a variety of question types Add more structure to your questions Practice listening properly Summarize customer issues to avoid call-backs
- A closed question usually receives a single word (yes or no) or very short, factual answer. Asking closed allows you to confirm both your and the customer’s understanding of what has been discussed in that specific line of questioning. It will also show the customer that you have been listening! For example: Is this the first time you’re calling about this issue? So the problem started when you installed our Antivirus, is that correct? Open questions elicit longer answers. They usually begin with what, why, how. An open question asks the respondent for his or her knowledge, opinion or feelings. Here are some examples: What happens when you boot up your computer? What error message do you see on your screen? What changes were made since the last time you were able to access your internet?
- Four listening skills are used during the course of an interaction with a customer in order to reflect active listening. These four listening skills are: Focus: You must give all your attention to the customer. Do not multi-task, as every time you add another task, you reduce your effectiveness on all of the tasks. Discuss how we can think faster than the typical customer can speak. The question is what we do with that extra bandwidth. Can the customer tell when you are not focused? Note taking: Discuss the challenge of balancing taking notes versus focusing on what the customer is saying. We need to do both. Share some best practices as to how to accomplish this. Mind mapping is a great technique. Paraphrasing/Feedback questioning: Reflecting back what the customer has told you tells the customer that you are actually listening and tests your knowledge so you stay away from assumptions. This shows you understand the issue and gives the customer peace of mind. Acknowledging/Spoken feedback signals: Since we cannot use body language to acknowledge a customer’s inputs, we must rely on words. Silence can be frustrating for the customer – it can be construed as disinterest on your part. Say things like the “uh-huhs,” “I see,” “tell me more,” etc. This keeps the customer talking. Note: I don’t spend a lot of time with best practices on this slide as that is explored in detail on the next slide. Here I just want them to agree that these skills would help make them more effective listeners. Transition: We now know we should be empathetic listeners and we’ve looked at four key skills. But we still have challenges being active listeners. Let’s explore this a bit more.
- Special Instruction (speaker to read the instruction below) Speaker to read: Summary- what you have learnt The elements of the call flow process How to apply positive scripting examples for all elements of the call flow process Basic troubleshooting techniques Apply knowledge gained via role play simulations of top call generators
- Special Instruction (speaker to read the instruction below) Speaker to read topic: Effective call flow process A call center professional is the first person who directly gets in touch with customers and is responsible to handle all enquiries normally through the telephone, chat or mail. <Effect instructions: topics below to appear in the same sequence as they are read out> As the speaker reads the topics below, the smart art will need to appear. <Reader instruction: read out topics below in descending order > It is very important to have good customer service people who can handle all types of customers across the globe and resolve their issues efficiently. There is no magical formula to be a good call center professional however there are some aspects which need to be taken into account. Good customer service means: 1. Being an effective listener 2. Having good command of spoken and written English 3. Giving the caller undivided attention 4. Taking note of important points of conversation 5. And one of the most important thing is to keep the call flow effective throughout the call
- Special Instruction (speaker to read the instruction below) Speaker to read: summary- what you have learnt Be able to identify the 4 types of challenging people Use the cheat sheet for handling objections Understand the elements of positive customer engagement Be familiar with the 8 step process to diffuse a dissatisfied customer
- Special Instruction (speaker to read the instruction below) Speaker to read title - 8 steps to handling challenging customers We will present 8 steps to help you with that tough customer. This slide will cover the first 2 steps. 1. Listen - Active Listening Listen to the customer to figure out why they are upset. Listen to what they want from you to resolve the issue. Active Listener - to feed back what they hear to the speaker, by way of re-stating or paraphrasing what they have heard in their own words, to confirm what they have heard 2. Understand - Internalize it Next, put yourself in the shoes of the customer. Given what you now know try and see their point of view. Why did they come to you? Is their proposed resolution reasonable given the issue? Until you view the issue from their perspective you cannot have a complete picture of the reason for the complaint. So always think, if I was in their shoes how would I feel? 3. Elevate - Inform Once you have heard the complaint and understand the basis for the same, elevate the customer to a supervisor or manager where possible. Be careful to fully inform the person the issue is being elevated to of the relevant facts prior to having them speak with the customer. 4. No Fighting - Be calm Defend if you must. But do not fight with the customer. Your job in handling the matter is to listen, understand, and then discuss with the customer their concerns in a calm and friendly manner Fighting with the customer will never resolve the issue and will only lead to heightened aggression and anger on their part. 5. Resolution - The deal breaker Offer a resolution where possible. The psychology of the offering of a resolution cannot be understated! Even if the customer’s complaint is unwarranted listening, understanding and offering some form of resolution allows the customer to feel that they have won, that they were correct, and that your organization wants to make it right. 6. Resolve -Making the difference In every customer service situation you will ultimately come to a point of what you can and cannot do to address the issue. Most situations will be able to be addressed and the customer issue resolved to their satisfaction. Unfortunately, from time-to-time, there will be issues which simply cannot be resolve. Offer your best solution and advise the customer accordingly. 7. Writing - Memorialize it! Ultimately, when all is said and done and a resolution has or has not been reached always take the time to memorialize the same in writing. As a follow to an issue that has been resolved, send the customer a brief follow-up email confirming that the issue has now been resolved and the specific resolution involved. 8. Learn - Constructive criticisms Use customer complaints as a manner to learn about potential flaws in your systems. Maintain a manner of tracking customer complaint. Be proactive and use this knowledge to prevent future issues from arising.
- Items italicized are modules currently being developed and reviewed, these should be available as soon as they are deemed consistent with the goals as well as relevant.