Attrition rates have fallen, wrong hires have been quickly identified, performance has improved with staff reaching targets more quickly, managers have become more involved and high potential has been identified and fast-tracked more effectively.
The Academy’s main programmes are revised every six months and the Academy is now supported by a Learning Resource Centre.
It is now generally recognised that to abandon training in troubled times could prove a false economy.
To investigate how training could benefit or improve the situation would certainly be more prudent.
From our experience, during a troubled economy, the focus of attention on the following issues is usually more intense:
1.Reducing costs
2.Increasing Revenue
3.Reducing waste and rework
4.Increasing activity
5.Staff attrition
6.Customer retention
7.Creative ideas
8.Reducing headcount
9.Outsourcing
10.Identifying and developing potential
It therefore makes sense to explore how training could meet some or all of these objectives.
The following link leads to creative ideas that PTS would be happy to discuss further with you.
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How it works: The problem
The idea of a Training Academy was born out of efforts to turn around the performance of one typical company-wide sales training programme, where:
The following started out as ideas that we (at PTS) then developed into effective programmes and we would be pleased to discuss these with you in more detail to ascertain their relevance to your business.
Sales efficiency
As a direct result of training, should 100 sales people become 10% more efficient, this effectively adds 10 new sales people to the sales force at no additional cost. A close pre- and post-course analysis of the delegates’ time, sales ratios, work load, priorities and ability to manage the sales process is needed. For a programme of this nature, detailed pre course preparation and the establishment of a tracking mechanism to accurately measure the activity and results is vital.
Company-wide suggestion programme
Almost everyone has an opinion as to how their job should be done and how the management / company could do things better. This provides an opportunity to tap into a vast, and very often unused, potential. Parameters are set against areas around which ideas are encouraged from staff. A small fee is paid for EVERY idea that qualifies, irrespective of whether it is implemented. Those ideas that are implemented are rewarded in an appropriate manner. Typically, a variety of small innovations are eventually adopted, the results from which far exceed any costs incurred including a more motivated workforce – a welcomed benefit in any economic climate but particularly in troubled times.
Dragons Den project-based training
Managers are set a series of targets within a given time frame (ie 100 days). Training is provided to support whatever learning is required for the managers to design and implement a plan to meet these targets. The plan is then presented by the delegate to a panel (Dragons Den style). Resulting changes from the Dragons’ feedback have to be incorporated and the plan then implemented. Results from the implementation have to be presented back to the Dragons at the end of the project (ie 100 days).
Champions – an internal resource
By identifying people who show a passion for a given subject and who also have good communication skills, you can create an internal resource of Champions (ie experts, Centres of Excellence). These people can then be given training on how to create and run short, effective workshops on their given subject. Not only does this create an internal training resource that can be deployed at will but also provides staff recognition and career enhancement.
‘Pull-through’ business
‘Pull through’ business is acquired through ‘trusted advisors’ - staff with direct customer contact who are not sales people but who are in a position to identify additional business opportunities. Providing these people with the skills to apply a professional approach to opportunity identification whilst protecting the ‘trusted advisor’ relationship has the potential to deliver substantial returns. These are often accompanied with higher profit margins as the cost of sale is usually lower.
Phone out programme - a different slant
Top up sales whilst order entering ie “Whilst I have your account on the screen, is there anything else we can do for you”? Although a soft sell this provides an excellent opportunity for cross-selling or linked sales. Detailed sales skills are not required but good telephone manner and customer care training are necessary.
Fiscal prudence / HR legalities
The challenge for Divisional Managers to increase efficiency and reduce costs provides a cauldron of potential disasters if undertaken without due consideration to the exposure of the business to legal challenge (well founded or not). Equipping managers with the knowledge and ability to navigate their demanding objectives through a maze of fiscal prudence and HR legalities is an essential safeguard, particularly if they are under pressure for immediate results.
