Satyam computer services limited:
In recognition of the complex interplay between work and personal lives, and the need to develop a greater sense of belongingness for better productivity and reduction in attrition, Satyam Computer Services launched the Family Learning program. Aimed at providing value services to associates and dependents, Family Learning is designed to enable families to bond with each other and with the organization through learning interventions, while encouraging creative skills and inculcating a learning culture. To do this, the program uses a blend of instructor-led training; technology-based virtual delivery; and interactive bonding activities. It provides 120 programs a year; 25,000 learning hours; 50 percent virtualization of program content; and relies on a pool of 500 volunteers.
Family Learning aims to guide children through a smooth transition to adulthood, while teaching them skills intended to improve their quality of life. Their parents learn about the dynamics of adult relationships; self-guided improvement; and life management skills. The program, which enjoys the support of Satyam's top management, had 6,943 participants between April 2007 and March 2008. These learners participated in a total of 21,359 learning hours.
On Your Side Certification Program Training
Great customer service isn't a coincidence at insurance and financial services company Nationwide. The company developed the On Your Side Certification Program to award those of its agencies that demonstrate an ability to provide an exceptional customer experience. Designed for agents, producers, and licensed staff, the program uses a systemic training approach that addresses skill development in consultative selling and customer service, along with a post-training reinforcement program to strengthen skill development. Instructor-led workshops provide sales skills training that assist the learner in identifying and meeting customers' true needs, and teaches staff how to proactively engage the customer at key "Moments of Truth."
Workshops were delivered in the field and at the corporate training center, with a field training team built specifically to support the program. More than 8,600 agents; staff; and sales leaders have been trained on sales and service techniques since the program's inception in 2007. Results indicate trained agencies generated a $2.85 million production increase in premiums compared to levels before training and compared to the control group. Agencies are generating $1,935 in agency revenue compared to their $200 investment, an ROI of $9.60 to $1.
Journey to Success (JTS) Sales Training Program (Management Company College)
Farmer's Insurance's Journey to Success (JTS) Sales Training Program (Management Company College) provides an integration of skill-specific coaching with training to reinforce competency development. The foundation of each JTS module is a three-week learning/coaching cycle. Each module starts with online knowledge transfer (a 20-minute course), followed a few days later by a 90-minute small group skill practice session, and then field skill application/execution accompanied by manager coaching.
Before all this, though, the program begins with a one-on-one goal-setting meeting and completion of a "My Success Strategy" planning document. These plans are revisited in each "Success Session" to assess if any additional changes in agency operations are required based on newly acquired skills and/or knowledge. Module- and topic-specific district manager (DM) training is provided to help the DM further his or her facilitation, coaching, and consultation capabilities. A Coaching Cycle Guide also was created to enhance DM knowledge of effective coaching techniques in preparation for the "Journey." Successful results include a 9 percent increase in personal lines insurance sales compared to non-participants; a 21 percent increase in small business insurance sales compared to non-participants; and a 10.63 percent increase in life insurance sales over non-participants
Alltel Communications, Inc.:
The Alltel Operating Process (AOP)
To provide standardized processes and tools to help leaders plan and lead their teams, conduct meaningful and purposeful coaching discussions, and align performance with company expectations, Alltel developed The Alltel Operating Process (AOP). All call center, retail, business, and indirect management employees are trained on their channel processes within the first 90 days of job entry. Quarterly change control meetings are conducted with channel leaders to ensure the processes are driving key metrics and supporting the channel.
Since the initiation of AOP, customer service has improved greatly in company-wide performance indicators, which was apparent during the merger/acquisition of telecom company Midwest Wireless. Part of that merger included the acquisition of a call center in Mankato, MN. The training team was onsite to conduct training on Alltel call center operations for 13 weeks. Post-implementation, the acquired call center experienced the following increases: a 27 percent increase in calls per hour; a 96 percent increase in sales revenue; and an 18 percent increase in agent availability. During the quarterly review, which takes place after a center is fully trained and is used to gauge compliance and effectiveness of the process, the call center compliance average was 95 percent.
BB&T Corporation: The University Certification Program (UCP)
To guide employees in the acquisition of core knowledge, skills, and abilities, BB&T Corporation created The University Certification Program (UCP), a comprehensive professional development program that recognizes and rewards employees who consistently seek to master their respective job requirements. Through the company's Learning Management System (LMS), employees can view their UCP curriculum and enroll themselves in appropriate courses. Managers use the system to view and track the progress of certifications. Curricula now exist for 36 high incumbent positions in the organization (representing 60 percent of total employees). In 2007, there was a 138 percent increase in the number of employees who completed their UCP. Business lenders participate in both the UCP and the organization's incentive matrix, which tracks sales goals, fee revenue, and account production, among other indicators.
Certified business lenders achieved higher performance as follows: Average monthly business loan production was 45 percent higher; average monthly business portfolio growth was 6 percent higher; average monthly transaction account production was 66 percent higher; average monthly fee-based revenue was 42 percent higher; average monthly loan fees collected was 37 percent higher; and total incentive matrix points was 67 percent higher.
To allow its specialists to record details of their service electronically, and give customers access to reporting features that previously were unavailable, Orkin, Inc., implemented PowerTrak, a technology for the electronic reporting and documentation of its services. The technology, which also ensures the accuracy and completeness of service tickets, has two components: a software application and a mobile device. The system initially was deployed to 1,500 specialists who had little to no experience with mobile devices. Therefore, the learning objectives focused on two performance abilities: use of the software and use of the mobile device.
These two objectives were achieved by implementing a performance-based, blended learning solution that included video, e-learning, on-the-job training, and job aids. Learners first were oriented to the device through an on-demand video. They next were guided through basic operation of the device using e-learning tutorials. They then participated in experiential learning with certified trainers or experienced managers. Finally, learners were given job aids to support their performance in the workplace. PowerTrak has contributed to the capture of new clients such as Kentucky Fried Chicken, Sears, and Wendy's, thereby increasing annual revenues by more than $2 million and gross profits by approximately $650,000.
Verity Credit Union: Member Loyalty Program
Based on the Net Promoter Score (NPS), a statistical way to measure loyalty via a customer survey, Verity Credit Union's Member Loyalty Program is a tactical approach to promote strategic success. To align staff with this concept, the first step was to propose a radical shift in Verity's corporate culture. All bonuses from the CEO to the teller level now are based on the company's overall NPS score. Verity then undertook an organization-wide training effort to increase awareness about the NPS survey and the validity of the results. This started by meeting with all supervisors and providing them with resources to understand and promote NPS.
Verity also developed an online site where all staff can view its most recent Net Promoter Scores and compare them to organizational goals. In addition to the quarterly supervisor meetings, each department throughout the organization develops two items each quarter it will implement to improve the company's loyalty rating. The program has boosted loyalty ratings by more than 13 percent; member referrals have increased more than 30 percent; and new accounts increased more than 50 percent from the previous year.
PNC Financial Services Group, Inc.: Virtual Wallet—Pioneering Product for Generation Y Consumers
In July 2008, PNC introduced Virtual Wallet, an online money management banking solution that provides on-demand real-time access for managing checking and savings accounts via the Internet and hand-held mobile devices. In March 2008, PNC University partnered with its consumer products/marketing team to create Virtual Wallet training for the branch and alternative distribution teams—an audience of more than 8,000 employees. The time line was aggressive, with only four months to develop and implement training so the product would be available to customers during the peak summer selling season.
PNC University met the challenge via cascade training. Ninety-seven regional managers initially were trained through audio conferences facilitated by a team of product experts. Regional managers then trained 1,098 branch managers, using participant guides and a DVD demonstrating features, benefits, and customer conversations. From there, branch managers trained 6,000 employees on topics such as the Generation Y customer segment, product features and benefits, and sales scenarios. The training supported record sales of nearly 5,000 Virtual Wallet accounts within the first 30 days of the product offering, which was 200 percent of the projected goal.
Believing mobility and interactivity are at the heart of its business, wireless telecom company Qualcomm decided to also make them part of its learning strategy. Learning 2.0 is the Learning Center's initiative to use Web 2.0 technologies such as social bookmarking/tagging, blogs, life-streaming, and tools typical of Facebook and YouTube to build relationships between learners and information, and among learners. Examples of this initiative can be seen throughout the organization. The Learning Center partnered with IT to develop the QMark social bookmarking enterprise site, for instance, then integrated QMark into instructor-led initiatives for improved collaboration around Web-based resources.
For launch in 2009, the Learning Center is working with IT to exploit the collaborative, Facebook-like capabilities of Microsoft Sharepoint that take it beyond document management. Working with Qualcomm Innovation Network, the Learning Center also is bringing in Web 2.0 thought leaders to educate employees on recent trends and how the company can optimize them for internal use and product development. In addition, The Learning Center has developed a Web 2.0 Series of articles and content covering tools such as Twitter and Second Life to help training groups in the company incorporate them into learning.
School of Professional Development Revitalization Project
When Vanguard University discovered its "crew members" spend a total of 105,000 annual hours in professional development courses, it undertook the School of Professional Development Revitalization project, a review of the school's offerings, focusing on business impacts, quality, and cost-effectiveness. The goal was to answer four questions: Is the company offering the right learning opportunities? Is learning taking place? Can the university be more efficient? And can it decrease costs without affecting quality?
To begin the inquiry, the company established a hands-on governance team of business leaders guided by a workplace learning professional. The group embarked on a review of each curriculum stream. Team members assisted with project prioritization, established the company's three-year plan, and functioned as school advocates. The team analyzed both existing courses and pipeline proposals for relevance, delivery efficiency, and whether opportunity existed to limit dependence on vendors. As a result of the findings, the company retired three courses as irrelevant; developed 12 new courses; increased the percentage of e-learning and blended offerings from 2 percent to 55 percent; and reduced vendor-developed courses from 65 percent of the classes to 40 percent, saving $133,000 annually.