We know that, in many organisations, attrition is an issue. When you explore Glassdoor or exit interview data, you will find a range of reasons why a person may leave within the first 12 months of work.

According to the BambooHR report (2018), some reasons include that new employees are feeling neglected, overwhelmed, under-appreciated, and underqualified.

Other significant responses to this question include:

• “Changed mind on work-type”
• “Different work than expected”
• “Not enough training”
• “Not fun”

With our support, you can build purposeful onboarding programmes that enable the individual to feel connected to you and your business. Onboarding should not be a tick box exercise. But we know that there is a temptation to set our new people off with a list of things to do, before they are unleashed in our world, to make sure that they are ‘ready’. How often are these people set behavioral objectives to achieve, before they are given the reigns? How often do we check that they have the skillset that enables them to perform at the required levels, before they are asked to perform at those very same levels?

The Challenge

Our client was facing the significant challenge as they recorded an average of 70% of new starters were leaving during induction. Their existing programme was 100% classroom based and very process heavy which contributed to learners feeling like they were not being set up for success. This impacted their focus on customer experience and showed a negative trend within their operational requirements.

The Solution

At the beginning, we gathered as much data as possible to understand the size and scale of the challenge. We conducted multiple focus groups with key people to ascertain their feedback around the existing induction. Once we had this information, it allowed us to build a customised solution that focused not only on the learner experience, but also the operational KPI’s and the results the induction programme needed to achieve. We built a two-week blended learning programme, followed by a three week ‘grad bay’ that contained essential customer service skills, brand awareness and process and system requirements.

The Result

• Our post intervention follow-up gathered the following statistics:
• Attrition average during induction had dropped to an average of 10%
• Speed to competence was reduced to just 5 weeks
• Learner engagement had improved by 70% during the induction programme
• Operational KPIs were being achieved more consistently throughout ‘grad bay’ on the learners glide path

The Challenge

The client had presented several challenges to their existing New Hire Programme. Their objective was to create a ‘standard approach’ for learning across all departments and in effect, improve the overall learning curve, reduce time spent on induction by 25% and reduce the speed to competence down to three months instead of the existing rate of nine.

The Solution

Over a 12-week period, we partnered with our client to transform their learner journey but adopting a truly blended learning approach. As part of this, we created a suite of resources such as journals, training materials and detailed notes, to ensure the training could be delivered with maximum impact in the future. We also brought to life the 70:20:10 model in their learning, in order to aid their speed to competence.

The Result

As a result of our work, we saw a 0% attrition rate in training compared to 3 people (on average) leaving per cohort during the existing programme. Sustainability improved the NPS by 10 points compared with previous new starter teams. We achieved a comparative 50 second saving on Average Call Handling Time (AHT) and a 4-point increase on accuracy results compared to previous new hire cohorts.

This challenge is not unique, organisations go through change all the time. Planning for it and executing it requires the strategic plans and the people plans to be aligned effectively to minimise resistance and impact, transitioning smoothly with your people at forefront of change.

You may hear, through employee engagement surveys, that people feel like ‘change is something that happened to them’ rather than `with them`. You may see signs of dissatisfaction or even despair in the effort it takes to ‘convince’ people that change is good for them, the business, and customers. You may not be sure how or why change is good for the people, as it was a business led decision without deep thought about whether the people will take you there or not?

We have a diverse toolkit of digital, group and individual learning and development tools to support you in achieving transformation in your organisation. We have access to the resources that make the most impact in terms of our blend of people, digital, marketing and customer experience skill set.

The Challenge

The issue faced by our client was based around the development of such a strong culture on efficient running of their service, that the customer experience had been compromised as a result. This resulted in a stream of complaints around ‘driver attitude’ across the region. They realised, in order to improve reputation and increase revenue, it wasn’t enough to just get people from A to B and instead, they had to develop a much stronger proactive customer experience mindset within their driver community to improve how they treated the customer.

The Solution

We identified early on that this issue was cultural within the organisation and so this was going to require work across all levels. We designed and delivered initiatives to Directors and the Senior Leadership Team, Middle Management and Customer Champions. We started at the top with our ‘North Star principles’ to ensure the Senior Leaders understood how to effectively support their people. This was then reinforced across all levels with subsequent workshops.

The Result

Our delivery of these workshops to all key levels outlined so far, have been extremely well received with everyone bought into the culture change and committing to making it happen companywide. Here are some comments shared by the delegates:

• “After a few short months, we saw the NPS score jump up by 20!”
• “This has opened my eyes to the bigger picture.”
• “It’s good to see the direction we are taking, very exciting!”
• “Enlightening and helpful. I have already started implementing this.”

The Challenge

The Consumer Services Sales Team Leaders needed development to help them achieve greater confidence and capability across their 7 leadership competencies. There were a variety of confidence levels across the population and self-development was a challenge due to their high workloads.

The Solution

We developed 7 workshops in partnership with the Sales Team Leaders, which directly linked to their 7 required competencies. Along with these workshops, we created a suite of resources including journals, training materials and detailed notes allowing for ongoing future delivery to new groups of leaders.

The Result

The workshops themselves and the supporting materials all received great feedback from the cohorts and stakeholders. When they revisited the 7 leadership competencies with their teams, they could see a clear uplift in confidence across all 7 areas, driving performance, growth and efficiency across the sales function.

The “training” department is often overlooked internally, and as the world is changing, a learning function must evolve to be less of an order taking and compliance requirement and more of a performance improvement function.

Our learning team transformation programmes often include Consultancy skills – A key requirement for learning professionals to identify challenges and develop solutions that have an impact.

Design skills – We live in a 4K, HD world, and learning materials should be at a standard both digitally and physically that delight learners. Our design experts bring together graphic design and learning theory to bring a fresh brand and dimension to your training.

Facilitation skills – In the CX space, trainers often gain their role by being the best at what they do on the floor. Knowledge of the systems and processes doesn’t mean you are a great facilitator who unlocks learning and encourages development. Our “Train-the-facilitator” programme can help you shape your training team into a performance improvement team.

Virtual facilitation – One of our most popular topics. As the world moves to remote working more and more, we can upskill your facilitators to create and deliver learning as effectively, if not more so, than in the classroom. Covering engagement strategy to best practice across multiple platforms, our experts can help you be future proof in your design and delivery of virtual solutions.

Learning evaluation – Our expert team of consultants has many years of experience in developing and measuring solutions that drive return on investment. We can help your teams do the same through digital tools and effective questioning and coaching techniques to plan for, uncover and support behaviour change in your teams that lead to real results.

The Challenge

The client had presented several challenges to their existing New Hire Programme. Their objective was to create a ‘standard approach’ for learning across all departments and in effect, improve the overall learning curve, reduce time spent on induction by 25% and reduce the speed to competence down to three months instead of the existing rate of nine.

The Solution

Over a 12-week period, we partnered with our client to transform their learner journey but adopting a truly blended learning approach. As part of this, we created a suite of resources such as journals, training materials and detailed notes, to ensure the training could be delivered with maximum impact in the future. We also brought to life the 70:20:10 model in their learning, in order to aid their speed to competence.

The Result

As a result of our work, we saw a 0% attrition rate in training compared to 3 people (on average) leaving per cohort during the existing programme. Sustainability improved the NPS by 10 points compared with previous new starter teams. We achieved a comparative 50 second saving on Average Call Handling Time (AHT) and a 4-point increase on accuracy results compared to previous new hire cohorts.