Agent Onboarding Transformation - Davies

Sionic has become Davies Learn More

Agent Onboarding Transformation

Our Multinational Retail Brand Client came to us with a challenge in their CX team, an area with relatively high attrition and a lot of investment in days spent delivering new associate onboarding.

33%

Fewer onboarding days needed per learner​

58%

Saving YoY for client​

4.9/5

participant score

The challenge

Our Multinational Retail Brand Client came to us with a challenge in their CX team, an area with relatively high attrition and a lot of investment in days spent delivering new associate onboarding.

Previously there was a hefty reliance on F2F or VILT sessions delivered by a small group of SMEs. In addition, there were huge risks due to no documented processes instead meaning the knowledge was only retained with key personnel, and the experience was inconsistent and not able to scale. Finally, there was a lot of room for improvement on engagement scores.

Our solution

We took the time to get to know our client, and their audience and took a totally new ‘Learner-first’ approach which critically, was aligned to our clients’ core values and behaviours. Unlike most onboarding experiences that end up being process heavy we made our focus on building key skills in empathy and communication. The result was a true blended journey with a variety of modalities including classroom, digital learning, quizzes, team activities and reflective activities.

Our impact

  • 4.88/5 average score across whole blend
  • 33% fewer days needed per learner.
  • 58% saving YoY for client.
  • Participants started their careers 35% more productive (call volume).

 

Explore more case studies

People & Organisational Performance

Coaching Blended Experience

The client wanted our help to build on their existing offer to deliver a more practical and advanced performance coaching solution.

People & Organisational Performance

Blended onboarding journey​

A major retailer needed to address the challenge of a large volume of their Technical Processes being centrally owned with information retained ‘in the heads’ of certain key employees.

People & Organisational Performance

Enhancing change leadership & change capability​

A Global Bank needed to drive forward significant digital transformation within Operations and progress was slow.