Rick Conlow
AUGUST 21, 2023
Through planning meetings, training, and coaching we ramped up the initiative. Management set a fifteen percent goal for improvement. Companies that achieve top-tier ratings for employee morale and engagement report the following gains. For example, one of our clients wanted to increase sales results with existing customers.
Rick Conlow
FEBRUARY 15, 2023
The team leader did little upfront analysis or training. By the way, these managers made the time by delegating other responsibilities to their direct reports. Early in my career, I had a process improvement project that included service managers from various locations. Sabotage is what happens next.
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Rick Conlow
MAY 31, 2023
Our assessment identified a silo mentality throughout the organization and minimal leadership development or training. We addressed the issues with new communication channels, customer service and quality initiatives, on-going quality leadership training for all leaders (executives, too), and team development applications.
Markovitz Consulting
MAY 1, 2019
At ABB, A small group coordinates the process mining effort in the head office, and as much as 80% of the process mining work is done by Quality & Operations personnel at the business unit level as part of ABB’s continuous improvement program. Discontinuous improvement is more like it. Gee, that sounds terrific.
Progressus
NOVEMBER 10, 2023
Data Maturity When it comes to data, professional services firms need to move beyond basic analytics tools and generic client reports. Do you provide hands-on skills training? What kind of impact has that training had on client outcomes? Are upskilling/training efforts driven by customer feedback? The bottom line?
1 to 1
DECEMBER 22, 2021
With several outsourcing contact centers in 2021 reporting training class rates as low as 20% and above average stress levels , it’s no longer a question of how does the industry recruit quality employees, but how does it retain them? And the contact center industry is not exempt. Eliminate waste from operations.
Harvard Business
APRIL 12, 2016
Industry research, for example, shows that companies spent more than $24 billion on leadership and management training worldwide in 2013, an increase of 15% from 2012. Underlying this notion was the lack of tangible results that could be attributed to management training. One experiment generated a 2.6%
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