Customer Experience

To deliver the above, the intervention we design is intended to be rolled out in six steps as outlined below:

Step One: Defining outcomes.

We start by conducting a desk research and interviewing key stakeholders. This helps define learning objectives which explain what the participants will know or be able to do at the end of the program. It also helps clarify the business objectives for training, which specify what trainees will do on the job afterward and how that will benefit the business

Step Two: Designing the complete experience.

We emphasize designing the complete experience, rather than just an event. This involves planning and managing what occurs before and after the training event. The goal is to take the participants all the way through to the new finish line, which is improved performance

Step 3: Delivering for application.

This entails selecting methods, technologies and supporting strategies that facilitate learning transfer and on-the-job application. A great learning experience is not just about the content, but how that content is taught. A deep understanding of adult learning is critical. We apply holistic learning which elicits a transformation of consciousness that leads to a greater understanding of and care for self, customers, and the business.

Step 4: Driving learning transfer.

This refers to the transfer of learning and its application to business tasks that creates value. To change behavior and attain the intended results, the transfer climate provides for structure, support and accountability. Without transfer, learning is scrap; it consumes resources but produces no value.

Step 5: Deploying performance support.

By availing job aids, help lines, coaches, and other forms of performance support, the trainees’ confidence and probability to apply the newly learned skills is greatly enhanced. This also increases the probability of early success, which builds momentum to achieve proficiency

Step Six: Document Results.

At the end of the day, businesses want to know whether the learning helped improve performance. Documenting the results of learning initiatives is necessary to prove training’s value and improve future initiatives. This is essential since leaders have a fiduciary obligation to use an organization’s assets responsibly.