Case Study of Training and Development of Sun Info-Tech Ltd
Case Study on Training and Development of  Sun Info-Tech Ltd
Subject: Human Resource Management | Topics: ,
Sun Info-Tech Ltd. has evolved into a multi-channel contact center to meet the growing demands and expectations of today’s consumers. We offer 24/7 voice, chat, and email support to businesses looking to deliver a consistent and convenient method of contact to their customers. Sun Info-Tech Ltd. primary offering includes inbound/outbound call center services such as telesales, order taking, and customer service, as well as web based customer support solutions such as live web chat and email response.

Introduction

This report prepared as an academic requirement of the course Human Resource Management of University of Information Technology & Science (UITS). This term paper is assigned by Momtazul Haq Azad, course instructor, School of Business.

Objectives

The main objective of the study is developing the knowledge in practical level and find out the reality in the practical life.

– To have an overview of training and development process of Sun Info-Tech Ltd.

– To gain practical knowledge for gaining of training and development process.

– To get the positive negative sides of call center training in Bangladesh.

– To learn the procedure of providing training in call centers.

Source of Data

Data collection source-

The information and data used in this report have been collected from both primary and secondary sources-

         Primary sources-

  • Personal observation.
  • Studying different cases.
  • Visiting the company in person
  • Talking to the employees

         Secondary sources-

  • Books, some research report.
  • In house reports
  • Company leaflets
  • Internet websites

Methodology

We followed the following steps for the Analysis of the training and development of the company:

  1. Analyzing the company’s human resource development and its growth.
  2. Identifying the company’s strengths and weaknesses:
  3. Analyzing the training and development process.
  4. Evaluating the training and development process.
  5. Forecasting the company’s future growth or failure in HR field.

Limitations

During the study of the report we have faced following problems-

  •  Time and resources are not enough for such an extensive study.
  •  Information relating to the company’s training strategy is very sensitive that is why secondary data have been used in some extent.
  •  Source of data is very confidential, that is why we used only core information that is easy to publish in as public contents.
  •  The procedure is used for the first time. Therefore efficiency level is not that appropriate to study about such big company’s case.

A Case Study of

Training and Development of Sun Info-Tech Ltd

Background of the company

Sun Info-Tech Ltd. is privately owned and centrally based in Dhaka, Bangladesh. Leveraging the benefits of its Bangladesh locations, Sun Info-Tech Ltd. has Excellent team of Professionals in providing flexible contact center solutions to a wide variety of clients – small, medium, large – 80% of which are based in the United States.

Company’s customer care solutions have increased sales, enhanced customer loyalty, and reduced costs for thousands of small, midsize, and enterprise-level clients.

Company Mission & Vision

Mission:

To accomplish the highest level of excellent by providing professional service with highest skilled human resources.

Vision:

As a potential sector we can earn huge revenue from foreign country which can help the economy of our country as well as create employment opportunity. We are also working to promote to Bangladesh as a brand with positive reputation.

Company’s Strengths

A common theme throughout commercial enterprises is the emphasis placed on quality customer service and maintaining customer loyalty. At present, communication and financial services companies are doing a better job at using customer service as a strategic differentiator than other companies.

This success is due in large part to the fact that they are more sophisticated and proactive in terms of the type and depth of contact center technologies that are implemented.

One common characteristic is the strong likelihood that companies not currently using an IP-based contact center will likely implement one in the next two to three years.

Company’s targeted clients are Financial Institutions, Public Utilities, Publishers, Membership Organizations, Telecommunications Companies, Food Services, Consumer goods and more.

Company’s advantage goes beyond what clients have come to expect from a leading BPO Services Provider. The difference lies in company’s ability to exceed client expectations while consistently providing added value in the following ways:

1.”One Stop Multiple Service” for state-of-the-art global technology and BPO solutions.”

2. The use of innovative processes, ideas and technology to save clients money while delivering greater value and incremental benefits.
3. A commercial culture dedicated to performing beyond client expectations.
4. Cultural alignment and proven partnering ability to become an integral part of company’s organization and strategy

Company’s Services

Call Center

Inbound Call Center Services

Customer support services

Help-desk services

Advanced telemarketing sales

Order taking

Product information request

Query handling services

Technical support

Collections

Outbound Call Center Services

Lead generation

Surveys

Appointment scheduling

Product promotion

Tele sales

Debt collection

Up sell/Cross sell campaigns

Insurance based campaigns

Technological Solution

Complete setup package

Software solution

Hardware solution

Networking

Consultancy

Call center quality assessment

Business project planning

Human resource management

Workforce management

Call center related any problems

Employee Structure

Board of Directors

Golam Mostafa Firose (  Chairman )

Swadhin Majumder (  Managing Director )

Mr. Jakir Hossain (  Director )

Team of Exparts

Sadhan Das (  A. G. M. (HR) )

Maahmudur Rashid

Head of Marketing & Business Development

Biplob Ghosh Rahul

Manager (Operation & Research)

Soumen Saha

A. G. M. (IT)

Monoyara Arju

Counselor

Training and Development Provided

 Call Center Training

The phone skills and techniques that your the members use are essential to your organization’s image and its bottom line. Without a proper phone training program in place chances are that your customer’s telephone experience with your organization isn’t being maximized.

Your customers deserve top notch telephone customer service. Anything less and you are missing out on a golden opportunity to develop long term, loyal relationships with customers and potential customers.

You only get one chance to make a first impression. Effective phone answering skills are essential to creating a positive first impression that sets the tone for the rest of the customer’s interaction with Company’s organization.

If you are seeking a customized phone training program to improve business, phone etiquette in Company’s business office or call center contact the experts who offer training for Call Center. Experience help organizations establish telephone etiquette excellence. Training Experts help customer service call centers, small medical offices, and all types of organizations in between create powerful and lasting telephone based customer experiences.

A telephone call is often Company’s customer’s first impression of Company’s organization. Don’t leave it to chance.  Implement an effective telephone etiquette skill training program.

Training Delivery

  • Pilot session
  • Pilot feedback report

Deliver training

  • Training offerings
  • Participant evaluation summary
  • Follow-up evaluation summary
  • On-the-job performance assessment
  • Course content revisions
  • Financial analysis

Training Needs for

  • Operation of Call Center Predictive Dialer
  • Telemarketing and Telesales
  • Training on Language Accent
  • Cultural Attitude
  • Geographical Knowledge
  • Customer Care and Service Promotion Skills

Training Programs

  1. Call center complete training series
  2. Inbound Call-Center Training
  3. Adding Sales to Company’s service: The transition
  4. Inbound and outbound sales, and telephone skills workshop + two hour train-the-trainer consulting session
  5. Front line telephone skills that drive business
  6. Telephone selling skills
  7. Surviving Company’s life: Preventing call center burnout
  8. Transitioning from a service to a sales culture
  9. One-day training for call center employees

Call center phone call training

The call record method is, in the HR managers opinion, one of the best approaches to coaching agent phone calls and ensuring quality.

Here’s a 9-step plan for effectively train up call center agent phone calls:

1. Randomly record 2 -3 telephone calls. Random recording is important. Do not record 3 calls back to back or on the same day, as Company’s employee may be having a bad day and this may be reflected in all of one afternoon’s calls, but is not necessarily reflective of their typical performance.

2. Review the calls and note strengths and opportunities. Before meeting with Company’s employee, listen to the calls and note what they did well and identify 1 -2 opportunities for performance improvement.

3. Play one tape and let Company’s employee listen. During the playing of the tape, you do not need to respond.

4. Have Company’s employee respond to the tape. After the tape is played, ask Company’s employee to respond. Most employees will be overly self-critical. Company’s employee will likely note many opportunities for improvement and struggle to articulate what they’ve done well.

5. Coach the call. Use the “sandwich” approach. Tell Company’s employee what s/he did well, followed by constructive feedback, and then end with positive feedback. When offering constructive feedback, share only one opportunity for improvement. The employee has likely observed and stated several improvement opportunities so there is no need to bring these up again Try to mention one thin g the employee did not bring up and offer this as Company’s constructive feedback.

6. Gain commitment for performance improvement. Ask the employee, “What specific steps will you take over the next 5 days to improve in this area?” Write down what the employee states and repeat it to her. Summarize the session by reiterating strengths and offering a vote of confidence that she can improve in the identified area.

7. Repeat steps 2 – 6 with a second and perhaps third tape if necessary. The point of numerous recording is that an employee may respond defensively stating that was just a “bad” call. If that is the response, you may choose to review a second or third tape.

8. Follow-up before the next agent coaching session. Check with Company’s employee in between coaching sessions to keep the commitment top of mind. You can touch base with Company’s employee via email or a personal conversation.

9. Discuss improvement in next coaching session. Before listening to calls in the next coaching session, ask Company’s employee how she’s progressing toward the goal of the last session. Look for improvement on calls reviewed in this session.

This 9-step call center agent coaching model is simple, clear and it both praises employees and offers support for improvement opportunities.

When the firm  follow this 9-step process, they  will set clear performance expectations, coach effectively and consistently and at the same time they will be motivating their employees.

Call Center Sales Training

Sales communication is the key to call center sales, carried out largely through oral and written communication. The sales manager lets his sales people know what they are expected to achieve, how they are performing, how they can improve and perform better. The manager also keeps them informed of what is happening in the company- to the products, production, distribution, promotion and profitability. In turn, a salesperson keeps the sales manager informed of what is happening in the market, and how the sales and the marketing programs of the firm are progressing. Communication in the sales field is far more complex than in other fields because supervision by the boss is limited.

Sales communication helps resolve sales conflicts. In actual practice, several types of conflicts may arise in a sales organization concerning roles and conflicts between salesmen and dealers and between one salesman and another. All conflicts become less pronounced with good sales communication. To ensure good sales communication, the sales executive must have an insight into problems and be able to grasp the real meaning of what is said and done. Effective sales communication should involve a good mixture of face-to-face communication with the sale force as well as written sales reports.

Sales reports are a particularly useful tool in call center sales training. They are very essential for sales monitoring, evaluation and control. That is why reporting becomes an important part of a salesperson’s job and utilization of sales reports becomes an important part of the sales executive’s job. A variety of reports are often called for from salespeople. Together they should provide a total picture of sales made, stock levels with warehouses and dealers, promotional effectiveness, customer behavior trends and other market intelligence.

Call Center: Complete Series

  • Training programs customized to fit Company’s organization’s current training needs and schedule. Complete program descriptions available on request.
  • Transitioning from a service to a sales culture
  • Mission statement for call takers: Helping people communicate
  • Action workshop: How to actually get things done
  • Introduction to sales: Building trust and credibility
  • Telephone selling: No one ever listens themselves out of a sale
  • Selling in difficult circumstances
  • Advanced sales workshop: Separating Company’s self from the competition
  • Burnout Prevention and Treatment
  • Call center manager training: getting Company’s people to perform their best
  • The death of military management
  • Understanding resistance to authority
  • How top management and floor supervisors stay effective
  • Handling ethnic and cultural differences
  • Serious problem management
  • Dealing with the poison employee syndrome

Inbound Call-Center Training

Adding sales to Company’s service: The transition

Key Objectives

  • Show how a repeatable sales process fits easily into an exiting service culture.
  • Develop a value proposition tool that helps to clearly explain product/service benefits: Customer retention.
  • Improve customer-profiling process.
  • Create and leverage customer relationships quickly.
  • Dramatically improve needs identification and solutions development: Cross/up selling and customer satisfaction.
  • Increase understanding of the customer’s behavior in the sales process.
  • Develop sales process guidelines: Make sure basic selling skills are consistently implemented.
  • Improve personal motivation and help inbound call-takers to recognize opportunities.
  • Provide cutting-edge selling skills to improve closing ratio: Guiding customers toward solutions.
  • Gain a better understanding of how much control we have over our results.

Train-the-trainer process to allows supervisors to deliver training internally.

Training provided to make the employees highly skilled following topics that build up their sense of development in: –

Section one: Professional Inbound Telephone Skills – You are the key to Company’s image

  • Effective greetings
  • Your telephone voice: 90 percent tone, 10 percent content
  • Being ready: Are you prepared to handle your customer?
  • The Super hold formula: The effective way to put people on hold
  • Taking accurate messages: It’s not an exercise in creative writing
  • Listening out loud
  • Telephone body language
  • Meaning what you say: Sincerity is not a technique
  • Ending the endless call: Asking questions to complete the call

Section two: Identifying needs – The art of

  • When you have to say “No”: Telling them what you can do
  • The four-step process to handling upset callers
  • Handling difficult people
  • A little psychotherapy: Handling angry caller

Section three: Inbound Sales Techniques

  • Understanding the sales process
  • Building trust: Asking the right questions
  • Understanding your competition: Using your strengths and their weaknesses
  • Understanding buying criterion (why people buy)
  • Guiding people to the high-end products & services
  • Overcoming objections: Building ironclad rebuttals in advance (justifying price)
  • Everything you ever wanted to know about closing (but were afraid to ask)
  • Reducing the fear of failure: The fear cycle

Section four: Outbound Sales Techniques

  • Script development: The script or no-script issue and solutions
  • Getting your message across in the first 15 seconds
  • Asking proactive questions: Being effective on a cold call
  • Dealing with rejection and objections
  • Cold calling
  • The numbers game: Making the most calls possible without going nuts
  • The new face of corporate telemarketing
  • Outbound closing techniques

Section five: Motivation

  • Commitment and confidence
  • The truth about self-esteem issues
  • How important is your job?
  • Heroes and cowards feel the same fear
  • Action creates opportunity: Making it happen
  • Train-the-Trainer Consulting Session
  • The death of military management: Reducing turnover, burnout prevention
  • Inbound operations management: Empowerment

Talking about growth: Letting your employees see their potential future

  • Outbound telemarketing project(s):How it works and how it doesn’t
  • Autocratic and democratic management styles: Working together
  • Developing a problem resolution system
  • Script development, pilot programs and direct mail

Other services

Web Hosting

Domain name registration

Web hosting packages- Windows/Linux

Web Development

Static & dynamic website development

Content management system (CMS) development & deployment

Online web applications

Online result & exam system

E-commerce solutions

Search Engine Optimization (SEO)

Electronic publishing

Internet/Online/Web Research

Graphics Design & Printing Service

Logo & corporate Identity Pack

Billboards advertisement

Brochure & catalogue

Wedding card & Invitations

Flyers & poster, Illustrations

Book covers & layouts

Plastic cards, ID Cards, etc.

Multimedia Development

3D Modeling

Promotional & education CDs

Interactive manuals & designs

Business presentations

Computer-based training development

Planning:

Project planning & monitory system

Production planning system

Product distribution planning

Maintenance planning and monitoring system

Non Voice

Email marketing

Data entry

Online data entry

Data processing

Email & chat support

Direct mail follow-up

Clarification of the concept of training and development

Training and development — or “learning and development” as many refer to it now — is one of the most important aspects to our lives and our work. In our culture, we highly value learning. Yet, despite our having attended many years of schooling, many of us have no idea how to carefully design an approach to training and development. This topic in the Library provides an extensive range of information about training and development, including to depict how that information is organized. So the goal of the topic is not only to convey lots of information, but to help the reader gain a broad understanding of how training and development can be designed to meet the nature and needs of the reader.

As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.,:

  • When a performance appraisal indicates performance improvement is needed
  • To “benchmark” the status of improvement so far in a performance improvement effort
  • As part of an overall professional development program
  • As part of succession planning to help an employee be eligible for a planned change in role in the organization
  • To “pilot”, or test, the operation of a new performance management system
  • To train about a specific topic.

Typical Topics of Employee Training

  1. Communications: The increasing diversity of today’s workforce brings a wide variety of languages and customs.
  2. Computer & Technological skills: Computer or technological skills are becoming a necessity for conducting administrative and office tasks. Call center instruments are also basic technological device for which employees should be trained up.
  3. Customer service: Increased competition in today’s global marketplace makes it critical that employees understand and meet the needs of customers.
  4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity
  5. Ethics: Today’s society has increasing expectations about corporate social responsibility. Also, today’s diverse workforce brings a wide variety of values and morals to the workplace.
  6. Human relations: The increased stresses of today’s workplace can include misunderstandings and conflict. Training can people to get along in the workplace.
  7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
  8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
  9. Sexual harassment: Sexual harassment training usually includes careful description of the organization’s policies about sexual harassment, especially about what are inappropriate behaviors.

General Benefits from Employee Training and Development

There are numerous sources of online information about training and development. Several of these sites (they’re listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:

  • Increased job satisfaction and morale among employees
  • Increased employee motivation
  • Increased efficiencies in processes, resulting in financial gain
  • Increased capacity to adopt new technologies and methods
  • Increased innovation in strategies and products
  • Reduced employee turnover
  • Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
  • Risk management, e.g., training about sexual harassment, diversity training

3.2    How to train the employees of the firm.

Different Kinds of Learning (Loops of Learning)

Key breakthroughs in helping people understand the dynamics of learning are the concepts of single loop, double-loop and triple-loop learning. These concepts help you to realize and appreciate the kinds of learning that you and your client can glean during a project.

Single-Loop Learning (Following the Rules)

The conventional example used to explain this concept is the thermostat. It operates in one mode. When it detects that the room is too cold, it turns on the furnace. When it detects that the room is too hot, it turns off the furnace. In other words, the system includes one automatic and limited type of reaction – little or no learning occurs and little or no insight is needed. Experts assert that most organizations operate according to single-loop learning – members establish rigid strategies, policies and procedures and then spend their time detecting and correcting deviations from the “rules.”

You might exhibit this kind of learning when you notice that your client has not produced a certain deliverable on time during a project, so you get angry at your client and demand that your client produce the deliverable – without ever really exploring why your client did not produce the deliverable in the first place.

Double-Loop Learning (Changing the Rules)

In double-loop learning, members of the organization are able to reflect on whether the “rules” themselves should be changed, not only on whether deviations have occurred and how to correct them. This kind of learning involves more “thinking outside the box,” creativity and critical thinking. This learning often helps participants understand why a particular solution works better than others to solve a problem or achieve a goal. Experts assert that double-loop learning is critical to the success of an organization, especially during times of rapid change. To continue the above example of your client not producing a deliverable, double-loop learning occurs when you engage your client in discussion about their reasons for the absence of the deliverable, and whether your expectations were realistic or not. Results of the discussion might be, for example, that project timelines are changed or that communications between consultant and client are improved.

Triple-Loop Learning (Learning About Learning)

Triple-loop learning involves “learning how to learn” by reflecting on how we learn in the first place. In this situation, participants would reflect on how they think about the “rules,” not only on whether the rules should be changed. This form of learning helps us to understand a great deal more about ourselves and others regarding beliefs and perceptions. Triple-loop learning might be explained as double-loop learning about double-loop learning.

To continue the above example, triple-loop learning occurs when, after having engaged in discussion with your client, both of you discuss the dynamics of your conversation, including how it was conducted, what learning was produced from the conversation and how that learning was produced.

Training and Development Processes: Informal/Formal and Self-Directed/Other-Directed

Two Dimensions for Training and Development Processes

You could describe training and development processes using two dimensions – one for the degree of formality and one for the balance between self-directed and other-directed learning.

These two sets of choices result in four overall approaches. That is, one can take an informal approach to self-directed or “other-directed” learning. Similarly, one can take a formal approach to self-directed or “other-directed” learning.

Decision Factors on Those Dimensions

The decision about what approach to take to training depends on several factors. These factors include the amount of funding available for training, specificity and complexity of the knowledge and skills needed, timeliness of training needed, and capacity and motivation of the learner.

Other-directed, formal training is typically more expensive than other approaches, but is often the most reliable to use for the learner to achieve the desired knowledge and skills in a timely fashion. Self-directed, informal learning can be very low-cost, however the learner should have the capability and motivation to pursue their own training. Training may take longer than other-directed forms.

Highly specific and routine tasks can often be trained without complete, formal approaches. On the other hand, highly complex and changing roles often require more complete and formal means of development, which can be very expensive as a result.

If training is needed right away, then other-directed training is often very useful, e.g., to sign up for a training course at a local university, college or training center. Or, a training professional can be brought in. Again, other-directed training is usually faster and more reliable, but more expensive.

Self-directed forms of training require that the learner be highly motivated and able to conceptualize their approach to training, particularly in formal training.

Informal and Formal Training and Development

Informal Training and Development

Informal training and development is rather casual and incidental. Typically, there are no specified training goals as such, nor are their ways to evaluate if the training actually accomplished these goals or not. This type of training and development occurs so naturally that many people probably aren’t aware that they’re in a training experience at all. Probably the most prominent form of informal training is learning from experience on the job. Examples are informal discussions among employees about a certain topic, book discussion groups, and reading newspaper and journal articles about a topic. A more recent approach is sending employees to hear prominent speakers, sometimes affectionately called “the parade of stars”.

Informal training is less effective than formal training if one should intentionally be learning a specific area of knowledge or skill in a timely fashion. Hardly any thought is put into what learning is to occur and whether that learning occurred or not. (However, this form of training often provides the deepest and richest learning because this form is what occurs naturally in life.)

Formal Training and Development

Formal training is based on some standard “form”. Formal training might include:
a) declaring certain learning objectives (or an extent of knowledge, skills or abilities that will be reached by learners at the end of the training),
b) using a variety of learning methods to reach the objectives and then
b) applying some kind(s) of evaluation activities at the end of the training.

The methods and means of evaluation might closely associate with the learning objectives, or might not. For example, courses, seminars and workshops often have a form — but it’s arguable whether or not their training methods and evaluation methods actually assess whether the objectives have been met or not.

Formal, Systematic Training and Development

Systematic, formal training involves carefully proceeding through the following phases:

a) Assessing what knowledge, skills and /or abilities are needed by learners;

b) Designing the training, including identifying learning goals and associated objectives, training methods to reach the objectives, and means to carefully evaluate whether the objectives have been reached or not;

c) Developing the training methods and materials;

d) Implementing the training; and

e) Evaluating whether objectives have been reached or not, in addition to the quality of the training methods and materials themselves

A systematic approach is goal-oriented (hopefully, to produce results for the organization and/or learners), with the results of each phase being used by the next phase. Typically, each phase provides ongoing evaluation feedback to other phases in order to improve the overall system’s process.

Again, that not all formal methods are systematic. Some courses, workshops, and other training sessions have goals, methods and evaluation, but they are not aligned, or even integrated. The methods, in total, do not guide the learner toward achieving the training goal. The evaluations are too often of how a learner feels about the learning experience, rather than of how well the learning experience achieved the goal of the training.

Self-Directed and “Other-Directed” Training

Self-Directed Training

Self-directed training includes the learner making the decisions about what training and development experiences will occur and how. Self-directed training seems to be more popular of late. Note that one can pursue a self-directed approach to informal or formal training. For example, self-directed, informal training might include examples of informal training listed above (book discussion groups, etc.), as long as the learner chose the activities and topics themselves, either for professional or personal reasons. Self-directed, formal training includes the learner’s selecting and carrying out their own learning goals, objectives, methods and means to verifying that the goals were met.

Other-Directed Learning

This form, of course, is where someone other than the learner drives what training activities will occur. Other-directed, informal training includes, e.g., supervisors sending employees to training about diversity, policies, sexual harassment in the workplace.

Other-directed, formal training includes where someone other than the learner specifies the training goals will be met in training, how those goals will be met and how evaluation will occur to verify that the goals were met. This form of learning is probably the most recognized because it includes the approach to learning as used in universities, colleges and training centers. This form of learning typically grants diplomas and certificates. Note that this form of training, although readily available in universities, etc., is usually somewhat “generic”, that is, the program is geared to accommodate the needs of the most learners and not be customized to any one learner. Therefore, a learner may pay tuition fees to learn knowledge and skills that he or she may not really need.

Another form of “other-directed’, formal training is employee development plans. The plans identify performance goals, how the goals will be reached, by when and who will verify their accomplishment.

“Other-directed’, formal training can be highly effective for helping learners gain desired areas of knowledge and skills in a timely fashion. A drawback is that learners can become somewhat passive, counting on the “expert” to show them what they should be doing and when.

Training strategies:

Training and its success in an organization is measured by the number of training sessions given and the number of people in the seats. This inadequately represents the value of training in an organization. Training needs to focus on improving the current performance in an organization, as well as ensuring that skill sets exist amongst employees for future competencies required by the organization’s strategy.

Below is a graphic representation of all the content areas tackled in this article in order to answer the question of how to construct a training and development strategy.

Training Strategy

What is a Training Strategy?

A training strategy is a

vision
focus
direction
action planning document

for training and development in the organization that requires implementation to achieve success.

It is a strategy that needs to support the optimization of the human resource capital in the organization. It is essential that the training strategy is aligned to the organization’s strategy and enables its vision to be realized.

Why have a Training Strategy?

Many points can be put forward in favor of why you need a training strategy. The most compelling though rests in the results of a recent study of 3,000 companies done by researchers at the University of Pennsylvania.

They found that 10% of revenue –
spent on capital improvements, boosts productivity by 3,9%
spent on developing human capital, increased productivity by 8,5%

What are a Training Strategy’s Components?

Strategies

How are Training Strategies Created?

develop employees

How to develop employees (HR) weak position

Employee training programs provide focused training to a number of employees either on a one-time or recurring basis. (Note that training programs are not necessarily the same as training departments, which typically are ongoing functions in the organization.) Programs can be developed in-house or employees can attend more generic programs, e.g., at a local university, college or training center. Programs are conducted for a variety of topics, e.g., training about communications, computer skills, customer service, quality initiatives, safety, sexual harassment, diversity training, etc.

  1. Review organizational goals to associate preferred organizational results in terms of units of performance, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure)

Reviewing these goals will prepare the supervisor and employee for soon ensuring that training produces useful results for the organization. Implementing a good training plan will produce results for the organization.

  1. Specify desired results for the domain — as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers)

The training process should have specific learning goals to accomplish which, in turn, help the learner accomplish specific results.

  1. Ensure the domain’s desired results directly contribute to the organization’s result.

A good training plan must be geared to help the employee produce specific results, which in turn, directly contribute to results needed by the organization

  1. Weight, or prioritize, the domain’s desired results.

Knowing what range of results are needed from the employee and which are the most important, helps the supervisor and employee to pick what training is needed and when.

  1. Identify first-level measures to evaluate if and how well the domain’s desired results were achieved.

This refinement of expected results from the employee helps the supervisor and employee to ensure that training is highly focused on results for the employee — and organization. this step is similar to setting standards against which the training will be evaluated

  1. Identify more specific measures for each first-level measure if necessary.

This step is similar to setting up-front training goals in the training plan, and associating measures from which the effectiveness of training can later be evaluated.

  1. Identify standards for evaluating how well the desired results were achieved (e.g., “below expectations”, “meets expectations” and “exceeds expectations”)
  1. Document a performance plan including desired results, measures and standards

This is similar to developing the training plan, with preferred training goals and measures.

  1. Conduct ongoing observations and measurements to track performance.

The training plan is implemented and includes ongoing evaluation before, during and after carrying out training methods.

  1. Exchange ongoing feedback about performance.

Effective training requires ongoing feedback between learners and trainer.

  1. Conduct a performance appraisal (sometimes called performance review).

Effective training includes evaluation to judge the quality of the training itself and identify what results were achieved by learners.

  1. If performance meets the desired performance standard, then reward for performance (the nature of the reward depends on the domain).

Hopefully, the learning experience includes time to acknowledge successes and the trainers’ and learners’ roles in those successes.

  1. If performance does not meet performance standards, develop or update a performance development plan.

A good training plan will include measures for noting changes in the employee’s performance. If improvement is needed, a performance plan should be updated or started, and may include cause for more training. Likewise, the trainer should review results of learners’ evaluations to improve the quality of his or her training design.

3.4    How to tackle the threat of the firm

Training and Development for Employee Motivation and Retention

One key factor in employee motivation and retention is the opportunity employees want to continue to grow and develop job and career enhancing skills. In fact, this opportunity to continue to grow and develop through training and development is one of the most important factors in employee motivation.

There are a couple of secrets about what employees want from training and development opportunities, however. Plus, training and development opportunities are not just found in external training classes and seminars. These ideas emphasize what employees want in training and development opportunities. They also articulate your opportunity to create devoted, growing employees who will benefit both your business and themselves through your training and development opportunities.

Training and Development Options: Internal Training and Development

Employees appreciate the opportunity to develop their knowledge and skills without ever leaving work or the workplace. Internal training and development brings a special plus. Examples, terminology, and opportunities reflect the culture, environment, and needs of your workplace.

  • Enable the employee to attend an internally offered training session. This session can be offered by a coworker in an area of their expertise or by an outside presenter or trainer.
  • Ask the employee to train other employees with the information learned at a seminar or training session. Offer the time at a department meeting or lunch to discuss the information or present the information learned to others. (Make this an expectation when employees attend external training and conferences.)
  • Perform all of the activities listed before, during, and after a training session to ensure that the learning is transferred to the employee’s job.
  • Purchase business books for the employee. Sponsor an employee book club during which employees discuss a current book and apply its concepts to your company.
  • Offer commonly-needed training and information on an Intranet, an internal company website
  • Provide training by either knowledgeable employees or an outside expert in a brown bag lunch format. Employees eat lunch and gain knowledge about a valuable topic. (Some ideas include: investing in a 401(k), how to vary and balance investments, tips for public speaking, how to get along with the boss, and updates on new products that make work easier. These opportunities are unlimited; survey employees to pinpoint interests.)
  • The developers and other interested employees at a client company recently put on a daylong conference with lunch and all of the trappings of an external conference at a local conference center. Attended by interested employees, the conference sessions were almost all taught by internal staff on topics of interest to their internal audience. Picture a “real” daylong conference and you’ll see the opportunity. Employees were pumped up beyond belief; they learned and enjoyed the day and gained new respect for the knowledge and skills of their coworkers.

Training and Development Options: External Training and Development

Especially to develop new skills and ideas, employee attendance at external training is a must. Attaining degrees and university attendance enhance the knowledge and capabilities of your staff while broadening their experience with diverse people and ideas.

  • Enable the employee to attend an external seminar, conference, speaker, or training event.
  • Perform all of the activities listed before, during, and after a training session to ensure that the learning is transferred to the employee’s job.
  • Pay for the employee to take online classes and identify low or no cost online (and offline) training.
  • Pay for memberships in external professional associations with the understanding that employees will attend meetings, read the journals, and so forth and regularly update coworkers.
  • Provide a flexible schedule so the employee can take time to attend university, college, or other formal educational sessions.
  • Provide tuition assistance to encourage the employee’s pursuit of additional education.

Training and Development Secrets

Several motivation and retention “secrets” relative to employee training and development. These are key factors in multiplying the value of the training and development you provide.

  • Allow employees to pursue training and development in directions they choose, not just in company-assigned and needed directions.
  • Have your company support learning, in general, and not just in support of knowledge needed for the employee’s current or next anticipated job. Recognize that the key factor is keeping the employee interested, attending, and engaged.

The development of a life-long engaged learner is a positive factor for your organization no matter how long the employee chooses to stay in your employ. Use these training and development activities to ensure that you optimize the employee’s motivation and potential retention.

 

Findings and Recommendation

1          The company should concentrate on the employee retention because call  center industry is very emerging and growing now in Bangladesh. Available job     opportunity inspires employees to switch the firms and that increases turnover  frequency at a very high rate.

2          Company should develop a strong brand equity that employees tend to stay at this company for loyalty status and brand value. High quality of training and development program may help to build a good brand equity to the employees, i.e.    as it occurs in Grameenphone, British American Tobacco Company or HSBC in  Bangladesh.

3          Sun Info-Tech Ltd has very strong technological and human resources. Proper       planning and strategy for training and development would bring the company in the top 5 call centers in Bangladesh.

4          Sun Info-Tech is successful to accomplish the highest level of excellent by       providing professional service with highest skilled human resources. To keep this succession continues the firm should rotate the cycle of continuous training and development programs.

5        As a multinational company Sun Info-Techgreater possibility to allow employees to pursue training and development in directions they choose, not just in company-assigned and needed directions which maybe not possible for all indigenous firms in the country.

Conclusion

The field for call center training is expanding rapidly – perhaps because there are so many new call center agents being hired on a daily basis. It is staggering that even in the Bangladesh the pace of call center growth is brisk. As these agents are hired, call center training becomes a more important issue as some call centers have had turnover rates in the hundreds of percent range.

Certainly there are many companies looking to be leaders in call center training and with thousands of new agents being hired each day there is lots of opportunity out there. Hopefully companies like Ulysses are targeting Dell and other companies who are getting slammed for hiring untrained call center agents.

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