Professional Documents
Culture Documents
In order to fully assess the needs of the organization, a Performance Analysis was
completed to determine if training is the correct intervention in delivering the
results desired by management. This Performance Analysis provided the
information necessary to determine if there are other actions which may be
required to ultimately achieve client goals.
Jane Mackenzie, the projects management sponsor, authorized the attached
analysis. The Optim Learning Solutions team carried out the Performance
Analysis over the period of March 1319, 2017.
Analysis Methods
To determine causes and recommended solutions, OLS performed the following
tasks:
Surveyed employees to better understand issues related to performance,
retention, meeting participation, and overall job satisfaction
Interviewed VP Sales for details on current and desired state, business
plans beyond catalog division, capital expenditures, growth rate, and
related concerns
Interviewed Catalog Director and Merchandising Manager regarding
decisions on catalog offerings changes for coming season, distribution
plans, and contractor and vendor selection and their impact on net
profitability, as well as existing employee training strategies and
evaluation and assessment data
Interviewed Sales System Manager regarding actual sales data and CRM
reporting; customer list strategy and its impact on sales results and
projections; and expenses related to sales efforts
12
10
Millions of dollars
0
Annual sales Catalog sales Retail Acquisitions Net profit
Wait time in
Product queue
knowledge 22%
30%
Telephone
etiquette
48%
HR
Employees are not motivated to Employees are motivated to attend Motivate employees to attend
attend meetings since they are training and meetings. meetings by making them paid and
optional and without pay. required.
Staffing for high seasonal purchase Staffing is appropriate to customer Identify peak staffing needs and
times is inadequate. levels consistently throughout the times and hire in advance of peak
year. order traffic.
Institute a hiring/tenure/referral
bonus structure to motivate current
employees to stay in their positions
longer as well and refer qualified
friends and acquaintances for open
job postings.
Morale is low, with apathy among Workers enjoy higher employee Develop team building
employees. morale and increased job opportunities to create a cohesive
satisfaction. team with sense of purpose.
Staff development is not yet put in Staff development and career Implement staff development and
place. Advancement opportunities opportunities/paths for TOs and career path opportunities.
and career paths are lacking. supervisors.
Create opportunities for personal
and professional growth through
participation and mentoring.
Current incentive plans are not Incentive plans should motivate To motivate TOs and Customer
effective or motivating. employee to perform to the Supervisors based on errorless and
companies standards. complaint-less calls, and for
reaching monthly sales quotas,
allow each team member to suggest
what types of rewards, recognition
and incentives they would like to
see as part of the incentive. Some
have already said money, or
additional vacation or personal
time off.
Supervisors dont take the time to Supervisors listen to their Create an open door policy for
understand concerns, listen to employees and are committed to employees to communicate with
issues or pass them on to upper finding solutions that address management.
management. employee concerns.
Supervisors & Managers are not Supervisors are visible and Implement expectation that
visible or easily accessible to TOs. accessible to TOs. requires supervisors and managers
There is lack of interaction and a to be visible and have more
silo mentality. interaction with their employees.
Current training manager is Training manager embraces Determine reasons for resistance.
resistant to change from how things company challenges and works to Develop the WIIFM for training
are currently done. develop support solutions. manager.
TOs are not aware of the new self- Employees use the self-evaluation The onboarding process should
evaluation process and HR does process. include a handbook of roles, rules
not have any data of its use. and procedures.
TOs know what is expected of
them in the job and how they will Have employees sign off on the
be evaluated. self-evaluation process to ensure
that they use it.
Training
TOs have not received telephone Telephone operators handle all Develop specific training standards
etiquette training. customer interactions in a polite for TOs, with certifications
and courteous manner. designed to ensure they can
demonstrate proper phone
etiquette.
TOs do not have a standard Telephone operators exercise an Develop training standards,
greeting. appropriate and consistent method including greeting and call scripts,
when greeting or having a for TOs, with certifications
discussion with customers. designed to ensure they can
demonstrate proper greeting and
call process.
TOs often struggle to provide TOs access product information To improve knowledge and skills,
product information quickly, quickly. and resources and to build on the
efficiently and completely. camaraderie and mutual support
that already exists among operators
introduce, train and use a Product
Guide which allows TOs to
immediately ask questions and get
group sourced answers. Optim can
use data from the messaging topics
to identify areas for additional
training.
Assessments are not used to Training assessments should Implement assessments throughout
measure TO performance during measure TO performance. the training that measures expected
training. TO performance.
Training time is not sufficient to Provide adequate training time to Define and implement training time
cover all products. cover all products (once needed to complete training that
determined). results in desired employee
performance.
TOs do not have adequate training TOs need time to receive training Implement micro training sessions
time to learn new products. on new products. in monthly meetings for the new
products released throughout the
year, instead of training all the new
product learning at once around the
launch of the new catalog.
Training does not include any TOs need to practice skills before Incorporate hands-on practice as
hands-on practice. being put on the job. part of the on boarding and
refresher training.
TOs feel supervisor expectations Supervisors need to be able to Develop supervisor training that
are unreasonable and they only provide constructive feedback. includes providing constructive
receive negative feedback. feedback and ongoing support.
Employee expectations are only TOs need to understand the Incorporate Employee Expectations
provided during the interview. expectation that they are being held into the revised training and
to. employee review.
Collateral Materials
Product information is not easy to TOs should be able to quickly and Complete a redesign of the Product
find. Calls are immediately efficiently locate product Guide.
forwarded to supervisors when information so customers do not
product information cannot be have to wait. The new guide will be electronic,
found. have products listed alphabetically
Product guide that is easily (with photos) and a cross section
Product guide has no search searchable for TOS and provides listing of the product name, product
function. guidance for how to sell products number and the page where it is
and answer customers questions. located.
Paper copy product guides are not
Product information must be The revised guide will include
sturdy.
consistent and predictable. product descriptions that include
information that customers ask the
most such as what the product as
the fabric the item made from, any
washing/care instructions.
There arent any training guides or Training guides and Job Aids. Develop training guides for the
materials. There are no post- revised training. Job Aids and
training Job Aids. reference material must be
designed to provide material post-
training.
Systems/IT
The order system and product Product information is integrated Conduct feasibility study for
information systems are not linked. into order entry system. system with linked information.
Environmental Considerations
TOs do not have appropriate TOs have appropriate sound Provide employees with proper
headphones and are expected to deafening headphones that enable headphones to increase
purchase or do without. them to provide the best customer productivity.
experience.
Customer Satisfaction
Customer satisfaction is low (2 out Customer satisfaction scores need Provide TOs with a model for
of 3 are not satisfied with to increase by at least 10%. answering difficult calls and train
interactions with the TO). them how to get customers
questions answered quickly and
efficiently to improve customer
interactions.
Evaluation plan
OLS will work with PJ Enterprises to determine how effective the proposed
solution is through systematic evaluations that we will conduct every quarter for
the next year. We will measure and evaluate the following criteria from the same
quarter of the previous year. OLS will determine if the solution requires
modification or revisions based on the results.
The criteria to measure and evaluate includes:
o Customer Sales from weekly reports
o Customer Satisfaction from a focus group or survey
o Order Accuracy, including measuring # of calls/volume/calls per
hour, as well as customer phone wait times, from weekly reports
o TO turnover rates from weekly reports