In spite of a well planned training strategy do you find that you occasionally get corralled putting out fires and dealing with last minute demands? This can be very frustrating for the entire training team who are trying in vain to accomplish their goals as set out in their performance management plan. Last minute requests usually need to be dealt with in a rush which leaves little time for the requirements of assessment, design and delivery. Plus training is not always the best solution to the problem.
I can recall an example from my past, working for a large eastern Canadian health care institution. I received a call from my boss telling me to drop everything and come down to his office for a meeting. The CEO was there and was visibly upset because of a complaint he had just received from the wife of a dignitary who had cause to visit our Emergency Centre. She personally complained to our CEO about the rude and unacceptable treatment she had received from some staff.
He directed me to create a comprehensive training program, not only for the Emergency Centre but for the entire organization on “Customer Service.” And he wanted to see a draft plan on his desk by the end of the week.
We are talking about a staff of 3000 employees and our Training Department only consisted of myself, the manager, and two Training Specialists. Where too start?
First I had to put all existing projects on hold. I did a quick needs assessment with the Emergency Centre by interviewing both the leadership and 25% of the employee population. As the old saying goes “there is a reason for everything”, and I soon found out what was at the bottom of this unrest.
The staff of the Emergency Centre had just been provided with new uniforms and were mandated to wear them on shift. They hated the uniforms and were angry that they were not involved in the selection process. They felt that the uniforms were unattractive and made them look unprofessional.
As coincidence would have it, the day that the VIP came into the Emergency was the first day that staff were required to wear the uniform. And the VIP made a few less than generous comments on the uniforms which led to some less than flattering feedback about keeping her opinions to herself.
So this was the catalyst to suddenly drop everything and bring out a corporate wide Customer Service program. In my opinion this was sort of like “killing a fly with a sledge hammer!” I reported back to my VP and suggested perhaps we address the uniform issue and conduct a Client Satisfaction Survey to confirm whether there was a significant customer service issue that could be remedied through training.
In the end we did the Satisfaction Survey and received very positive reviews from our clients which we shared with our CEO. We explained the unhappiness with the staff uniforms that was at root cause and he agreed to let HR set up a Committee with staff representation to select outfits that everyone would be satisfied with.
Hence a training emergency averted and a problem solved!