JETT SOL Amcham Shanghai China

JETT SOL Amcham Shanghai China

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  Ed Dean RobynSchindel Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution November 9, 2009 American Chambers of Commerce (Amcham) - Shanghai
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  Who are you?Who are training managers (inside companies)? Who are training vendors (providing service to companies)? How many of you feel you have a relationship that is a win-win solution?
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  Who is Robyn?In Shanghai 6 years, at Shui On 3 years Senior Manager, Shui On Academy Designing learning systems for improved company performance Supporting the communities where we work Developed partnerships with JETT, University of Michigan, local vendors
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  Who is Ed?In Shanghai 6 years; established JETT in 2004 “ Our aim is to instil confidence and inspire leadership in the new generation of service specialists across China” Interface with clients at all levels across varying industries
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  Good reasons touse vendors Ideally, vendors bring in expertise perspective experience energy that your company doesn’t have Are there to support you
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  Robyn’s experience withvendors Too often, disappointment Not customized Doesn’t refer to our company Isn’t about our industry No evaluation of learning (beyond smile sheets) No follow-up (other than to try and sell me something else) Am I a tough customer?
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  Ed’s experience withclients A Partnership is the ideal objective, but hard to achieve every time Trust (References are key) “ Boss” mentality Focused on price over quality It doesn’t have to be like this
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  Partnering Approach BenefitsMore strategic Better communication and results Expanded long term planning Deeper understanding Better reporting Expanded evaluation of learners and programs Challenges Bumps still exist Developing relationships with stakeholders Trust issues Managing increased expectations
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  What we didDeveloped Standard of Practice for Customer Service Developed a bilingual customer service program for SOL’s Xintiandi staff Customer Service Principles (in Chinese) English classes (by level and function) Implemented in multiple phases Mystery Shopping evaluation
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  Why it wasunique Threw out the book to create “ideal” program New Standards of Practice and some other teaching materials Leveraged existing materials for English Some Intellectual Property owned by Shui On; some retained by JETT Early stages included joint formulation rather than traditional “needs > solution” approach Creativity; Flexible mindset Authority to implement new methods/ approaches
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  Why it wasa success Good match: both organizations have customer experience mindset and long term focus Previous successful experience helped to build trust Decision-makers and stakeholders very involved (XTD GM and Commercial MD) MD wanted a program that was easily repeatable for strategic implementation in other parts of Shui On Land Time investment for planning and design Quality focused mindset Detailed reporting Included evaluation of results
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  What would youneed to change in terms of A) the mindset in your company and B) your systems in order to have meaningful partnerships between clients/vendors? Do you and your staff have the capabilities needed to take a partnership approach? How can you develop these? Discussion Questions Who would need to understand your new approach and how would you communicate it? How would you assess who would make a good partner? What are good criteria?
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  Robyn’s Answers (forClient) A) Mindset: persistence to invest the time and energy to build relationships B) Systems: vendor information kit, confidentiality agreement, evaluation of vendors for trial runs Staff set the bar low for vendors – were most interested in operational support. Needed coaching on this mindset; have been slowly developing. Program stakeholders, senior management, talent managers Anyone with expectations of results (major time investment) Evaluation of vendors during first program we do with them. Also: Who goes the extra mile? Who would I consider an expert? Who has the capacity (either in skills or numbers)
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  Ed’s Answers (forVendor) A) Mindset: Focus on the solution not the sale. Ensure you are focused on “consistent superior client satisfaction” B) Systems: Professional account management / feedback system. Creative problem-solving approach. Hire the right people, and train them (both sales and delivery teams). Are the team empowered to make decisions and to push back? Everyone on the team needs to be on board, message communicated from the top, constantly Are they prepared to treat us as an equal partner? Is there mutual respect and understanding? Is the chemistry there? Can they afford us?
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  Top Tips forVendors From Ed: Be customer-focused; don’t shoe-horn customers into your product Build trust by demonstrating your experience; ask don’t tell Be as pro-active as possible From Robyn: If you don’t have the authority to meet the needs of the client, get someone in the room who does. Understand global best practices and training product/service segmentation and how it will impact the Chinese market Sometimes it may be better to say “we can’t meet your needs” than offer a packaged solution
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  Top Tips forTraining Managers From Ed: Engage with the vendor as an equal; don’t be prescriptive Recognize the quality/price balance Don’t be afraid to push the vendor, but be fair From Robyn: Don’t be afraid to have high standards; its better to wait for a good program than implement a bad one Be strategic about investing your money (e.g. program design) Involve stakeholders at key moments