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Products & Services Business Operations Operations and Maintenance Training

Benchmarking Service Representative Training Effectiveness

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ID: 4831


Features:

Metrics, Graphics, Summary Matrix


Pages/Slides: 38


Published: Pre-2014


Delivery Format: Online PDF Document


 

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NonMembers: To download the complimentary study excerpt of "Benchmarking Service Representative Training Effectiveness", click on the following link: http://www.best-in-class.com/de226.htm.

Study Overview

Today's service representatives wear many hats -- from mediator to salesperson. Therefore, training for such a versatile group is multifaceted. Managers in companies across industries are trying to keep up with the changing training needs for this segment of staff, including more "virtual-style" training that empowers people their first day on the job.

This 38-slide presentation is a result of primary research based on a survey and in-depth interviews about topics such as using simulation technology and methods of assessing training effectiveness. It is segmented by financial services industry respondents and 'other' industry respondents.

Key Metrics


Fifty companies across industries contributed to the aggregate data that represent metrics such as:
  • Percent of Time Allocated to Training At New-Hire Period and Post-New-Hire Period
  • Percent of Time Devoted to Type of Training Content and Delivery Method
  • Ranking of Training Methods' Relative Effectiveness
  • Training Effectiveness Self-Rating
  • Time To Effectiveness
  • Use of Outsourcing
  • Use of Simulation Technology To Aid Training
  • Types of Simulation Technology Used
  • Effectiveness Measures Used
  • Representative Attrition Rate
  • Attrition Rate Per Effectiveness Category
  • Top Effectiveness Measures Used for the 'Very Effective'

Key Findings


Companies also discuss what improvement opportunities exist in their training initiatives for service representatives. For example, managers' list

  • Providing more experientially-oriented training
  • Offering more one-on-one time with a trainer
  • Using mentors more frequently
  • Selecting mentors in a more targeted way

Another key finding is that over 80% of companies report that their training programs are effective on some level. Attrition rates are not viewed as appropriate measures of training program effectiveness. When reps move from the customer service/sales department to other areas of the company and carry their knowledge with them, these losses are viewed as successes.

Methodology


Benchmarking Service Rep Training Effectiveness originated from a study conducted for a Research and Advisory Services Member.


Industries Profiled:
Telecommunications; Chemical; Pharmaceutical; Manufacturing; Service; Automobile; Medical Device; Consumer Products; Technology; Retail; Computer Software; Health Care; Entertainment; High Tech


Companies Profiled:
ADC; CIBA Specialty Chemicals; AstraZeneca; GED Integrated Solutions; American Commercial Security Services; Glasspro; Boehringer-Ingelheim; Homeart; British Telecom; Hollingsworth & Vose; DaimlerChrysler; Huskey Building Supply; Dow Corning; JC Penney Logistics; Eastman Kodak; KLA-Tencor; Gap Inc. Direct; Kohl's Department Stores; Gerber; Marvin Windows and Doors; GlaxoSmithKline; OneSteel; Intuit; Ortho-Clinical Diagnostics; Johnson Controls; Progressive Medical; Kohl's; Rynone Manufacturing; Merck Frosst Canada; Shandrani Hotel Beachcomber; Norse Dairy Systems; Smith & Nephew; PPG Industries; Star City; Reebok; Sterling Jewelers; Royal Caribbean Cruises; Tapal Tea Private; Sanofi-aventis; Xerox

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Table of Contents

Participating Companies

More Participating Companies

Sample Page

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