Customer Service Issue at Fortune 500 Hi-Tech Company

The Learning Advocates recommends a Full Circle Solution to workplace challenges. A hi-tech customer, a Fortune 500 company, decided to use this system to solve a Customer Service issue.

1. Needs Analysis
a. During the needs analysis Marybeth lead the customer in a discovery of a need to assess the existing listening skills of his employees, and to use this information to design a class and coaching combination that would assure better customer service through effective listening and problem solving.

2. Assessment
a. Marybeth gave a Personal Listening Profile to 4 classes. The reports pinpointed the overall listening styles of each. This information provided a baseling of skills and information that launched into a personalized class targeting on specific challenges.

3. Classes
a. Each class combined effective listening with a customer service model that assured better scores from more satisfied customers. Role playing and goal setting assured that the results would equal more satisfied customers.

4. Coaching
a. Every participant was assigned 3 coaching sessions over a 6 month period to give an opportunity to work on specific goals that would measure progress toward not only customer. But team members and others communication challenges outside work

5. Evaluation
a. The evaluation was positive with participants enumerating the benefits of the class and coaching, especially the ability to practice techniques that ended in completion of goals, and/or tracking of issues with feedback fro improvement b. At the end of the coaching, the client decided to use the same Full Circle Solution on another topic, Managing Change.

Teaming Issues at Fortune 500 Hi-Tech Company

1. Needs Analysis
a. Company called in The Learning Advocates to discuss problems with implementation of solutions due to unidentified issue, non technical in nature b. After using a questionnaire, guaranteeing all answers would be shared with names, recommendations were made, beginning with an assessment

2. Assessment
a. Team members of manager were given 2 self described inventories to determine their DiSC Profile and the roles they prefer on a team b. Data was collected to show the structure of the team and how such structure, according to the assessments affects communication and productivity c. Profiles indicated a detail driven company with few persons working out of strategic/creative strengths.

3. Classes/Seminars
a. Several interactive seminars were held to give foundational information on the most effective ways to organize, run and communicate in teams. b. Role playing and solution based problem solving were used, with the basis for curriculum, the specific needs of each participant

4. Coaching
a. The new concepts do not take hold unless participants have a chance to practice and process the results of practicing their new skills. Coaching gives this opportunity. Schedules are set up for selected participants to make new skills a habit by meeting with a coach to better implement new approaches.

5. Evaluations
a. After several coaching sessions all invested parties measure successes and determine the next area for application of a full circle solution. Gains were made in the establishment of process for meeting team goals, communicating with internal and external customers, and for measuring effectiveness as individual contributors

To find out more about our services, call Marybeth Hoesterey at 214-405-8270 or email her at MarybethHoesterey@LearningAdvocates.com.