Welcome to the new Toister Performance Solutions website

You may notice a few changes if you visit the Toister Performance Solutions website with any regularity.  I've just migrated from the Squarespace 5 platform to Squarespace 6.

If you're not familiar with Squarespace, I can tell you that I'm a huge fan of their product and an even bigger fan of their outstanding customer service.

Here's a very brief rundown of what's new:

Mobile-friendly

Most people visiting the Toister Performance Solutions website are reading my Next Level Customer Service blog. Many of these visitors are using a mobile device such as a phone or tablet. In fact, the number of mobile visitors has increased by 50% from this time a year ago.

The old website wasn't optimized for mobile. The new one is. It looks much, much better. 

If you are reading this post on your PC, try scanning the QR Code below wih your mobile device to view the mobile version.

Updated Look

It was definitely time for a new look. The new website is cleaner and simpler. It makes it easier for people to learn what Toister Performance Solutions does and determine if we might be able to work together. 

Here's how the old and new homepages compare: 

The old site:

The new site: 

Easier Conversations

The new website makes it easier to engage in conversations by integrating Disqus into the blog. Disqus provides far more options for interaction than the commenting system on the old site. 

There is one small drawback. Implementing Disqus hides all of the comments from the previous system. I'm working on a way to add them back in. 

Want to try it out? Share, like, comment, star, or follow this post using the links below.  

A few final notes... 

1. You can subscribe to this blog via email by using the "Get this Blog Via Email" box on the right side of the screen.
2. There are bound to be errors despite extensive proofreading and testing. Please let me know if you find one.

The lazy customer service manager

I’m feeling a bit lazy. My mission is to write this blog post, but I really don’t want to invest the effort necessary to write a good one. The way I see it, I have three options:

1. Republish something I’ve already written for someone else
2. Embed a funny YouTube video that somehow makes a point about service
3. Draw inspiration from someone else.

Let’s go with option 3 because I already have someone in mind: The Lazy Customer Service Manager. Before I go on, please excuse any snarkiness. I’m too lazy to edit that out today.

The Lazy Customer Service Manager: A Profile

I’ve met a lot of customer service managers. The great ones work tirelessly to help their team deliver world class service and the results speak for themselves.

The lazy ones work tirelessly to find shortcuts. Most of those shortcuts don’t work. Their results speak for themselves too.

Here are a few examples.

Perfect Attendance Awards

The idea behind this motivational gimmick is that people need extra motivation to come to their lousy jobs on a regular basis. This seems to be especially popular in call centers. Perhaps this is because very few people have ever said, “You work in a call center?! Is it as glamorous as it sounds?”

The lazy manager thinks, “I know how to solve our absenteeism problem. We’ll create a perfect attendance award where everyone who has perfect attendance for a month will be entered into a drawing. The winners of the drawing will get to spin a prize wheel for a chance to win fabulous prizes such as candy, gift cards, and (ironically) a day off with pay.”

That was a real example. I so wish I was making this up.

Great customer service managers take a slightly different approach. They focus on making the workplace a great place to be so people will naturally want to come to work. 

Suggestion Boxes

There are a number of reasons why the lazy manager will put out a suggestion box. Perhaps the manager read an article somewhere that the best companies ask their employees for input. Maybe Office Depot is having a sale on suggestion boxes. It could be that the manager is just looking for a way to get employees to stop complaining directly to him. The possibilities are endless.

One lazy manager I knew thought he was enlightened when he promised to post a written response to each suggestion on the team bulletin board. This practice quickly stopped when the vast majority of suggestions turned out to be complaints about working conditions, co-workers, and even the boss.

Again, I really wish I was making this up.

Great customer service managers skip the suggestion box and talk to their employees on a regular basis. They recognize that a true “open door” policy requires them to walk through their door and create an environment where employees will be comfortable enough share their candid opinions.

Incidentally, I did Google “suggestion box” as part of my exhaustive research for this blog post. Sharlyn Lauby has a good post on her HR Bartender blog called 7 Considerations for Suggestion Box Programs.

The Angry Memo

Serious customer service issues can sometimes arise. The lazy manager often addresses these issues via an angry memo that’s emailed to everyone on the team or perhaps posted on a bulletin board. Typically, only one or two people on the team are actually to blame, but the lazy manager finds it safer to get everyone involved rather than speak privately with the people who really need to hear the message.

One example comes from a restaurant in Boston where the owner allegedly posted this memo on an employee bulletin board in response to a bevy of customer complaints:

“You are the LOSERS!!!” … “Change or be changed. Please, don’t force your termination for the holidays.”

You can read more about the story on Patrick Maguire’s I’m Your Server Not Your Servant blog.

Great customer service managers skip the angry memo and constructively address issues as soon as they arise. For example, a customer complaint might be treated as a learning experience and met with a discussion on ways to improve service quality.

What are other characteristics of a lazy customer service manager?

Some might call this last part lazy since I’m basically asking you to finish this post for me by leaving your comments. I prefer to call it crowd-sourcing.

Whatever the term, please do share your own examples of signs that a customer service manager is being lazy.

They have a job, so why do they blog?

There are a lot of people who actively share their thoughts about customer service via blogs, Twitter, Facebook, and other online platforms. Most of them, including me, are consultants, speakers, or authors. It stands to reason that people like us would actively share our voice online. After all, we’re trying to get the word out.

But what motivates people who already have a job working for someone else?

To learn the answer, I reached out to four internal employees who are all prolific contributors to the online discussion about customer service.

Jenny Dempsey and Jeremy Watkin

Jenny and Jeremy are part of the customer service team at Phone.com. Jenny is the Customer Service Supervisor and self-described Phone.com mascot while Jeremy is the Director of Customer Service. 

The two of them embody the spirit of customer service on their fabulous Communicate Better Blog. It features insights into the service they provide their own customers at Phone.com plus examples from other companies and frequent guest posts. They also Tweet from @commbetterblog.

Jenny and Jeremy told me they are active online because it helps them learn, it adds purpose to their work, and helps them define their service culture at Phone.com.

Learning

Jeremy: “When you stop and think about it, everyone has customers and there is customer service both good and bad going on all around us. What an amazing opportunity to learn! Selfishly, this exercise helps me be a better husband, father, employee, coworker, boss and friend to my customers as I learn to serve better.“

Jenny: "I do this because I want to help others in the best way I possibly can. I want to learn and grow and be totally awesome at helping others!"

Purpose

Jenny: “Writing this blog gives me a sense of purpose at my job and in life (sounds cheesy, but it does). It opens my eyes to the fact I’m doing something bigger than just answering a call or writing an email. I am ridiculously inspired on a daily basis.”

Culture

Jeremy: “I do want to help build a customer-centric culture at Phone.com and find that this is a fantastic way to inspire our customer service team. I talk a lot about "awesome" customer service. Still others on our team are excited to contribute guest posts and comments about what they are learning about customer service. Even more exciting is when people in other departments in our company read our blog and talk about how they are changing the way they approach their customers.”

Annette Franz (Gleneicki)

Annette serves as Director, Customer Experience Management Strategy at Confirmit.

Her entertaining and informative CX Journey blog focuses on customer experience. She’s not afraid to be provocative and I like that I agree with her perspective most of the time, but not always. She often uses personal stories backed by research to make her point and also includes guest bloggers on a regular basis. Annette also Tweets from @cxjourney and @annettefranz.

I wasn’t surprised to learn Annette’s top two reasons for sharing her thoughts online since it’s evident in her style, but she has several more great reasons too.

• I love to write!
• I’m passionate about what I do.
• I’m building my personal brand.
• Blogging is a way to share my learnings and experiences from the last 20+ years.
• While there are many of us who do what I do, I think there is power in numbers. The more of us who try to get the message out, the better.
• It allows me to help others that I might not otherwise meet through my corporate role/position; from students to start-ups to corporate practitioners, I’ve met, answered questions for, and provided guidance one-on-one to people who follow me on social media and are regular readers of my blog.
• It’s a great way to meet like-minded individuals and to learn from others.

Bill Quiseng

Bill is the Resort Manager at Marriott’s Ko Olina Beach Club in Oahu, Hawaii.

If you wanted to use Twitter as tool for keeping up with the latest customer service trends, you could follow Bill Quiseng (@billquiseng) and do quite well. That’s because Bill is constantly sharing and re-Tweeting great customer service ideas and content. He also does an amazing job populating his Facebook page with interesting topics and discussions too.

Bill views sharing customer service lessons with others as a way of paying it forward for the all the great mentoring he’s received in his career.

“I really have enjoyed my 35 years in the hospitality industry, almost all of that time in the luxury resort segment. I have been mentored by some of the very best general managers of luxury resorts. And those GM's all taught the same key lesson:

With only slight differences in the product or setting between our resort and our competitors, the key differentiators are in the personalized service our front line associates deliver and the overall guest experience we create through their collective guest interactions.

I write to serve as a mentor to those who want to perfect their delivery of the customer experience. As a person reads each blog post, they learn a little more, until over time, they become masters of customer service. And that is how I'd like to "pay it forward" for a lifetime career of having learned from some of the very best in delivering an exceptional customer experience. 

These people are real pros

Writing a blog post like this is often a numbers game. You ask a lot of people you’d like to hear from knowing only a handful will respond.

This group is different. These four are the only people I reached out to because I knew they’d reply quickly and thoughtfully. They’re all true customer service professionals whose passion for sharing and helping others is authentic, and I truly appreciate their contributions.

Three terrific thought leader panels from ACCE 2013

ICMI's ACCE 2013 conference for call center professionals was a customer service extravaganza and a terrific learning experience (see my re-cap here). 

One of the best features of the conference was the Thought Leaders Discussion Table. It consisted of a rotating group of panelists who engaged in fifteen minute, freeform discussions on a variety of call center topics ranging from technology to social media. 

I was fortunate enough to moderate the first three panels:

Panel #1
Panelists included Tiffany LaReau of Human Numbers, Todd Hixon of Intuit, and Bob Furniss of Bluewolf. They kicked things off right with a great discussion on social media.

Click here if you can't see the video.

Panel #2
Panelists included Katy Wild of Freeman, Ben Paganelli of VIA Unlimited, and Lou Paduto of Satori Software. Incidentally, Lou and I will be co-facilitating a webinar on reducing call center stress on Thursday, June 20.

Click here if you can't see the video.

Panel #3
Panelists included Clare Wenham of New Voice Media, Tristan Barnum of Telcentris, Ruben Moffett of TantaComm, and Dave Bethers of TCN. And yes, astute readers will recognized that a story from Clare Wenham helped inspire my post on how companies are training customers to complain via Twitter.

Click here if you can't see the video.

How a corporate policy crushed service

We often concentrate on the individuals serving us when we think about service quality. But what happens when dumb corporate policies hinder employees’ ability to serve?

This is one of those stories. 

My wife, Sally, recently bought a Tumi briefcase. They’re more expensive than typical bags, but they have a reputation for outstanding quality.

Unfortunately, this bag didn’t live up to that reputation as a zipper pull tore off after just a few weeks.

Sally brought her bag back to the Tumi store so it could be repaired under warranty. She was told it could take up to four weeks because they had to ship the bag back to their repair center in New York.

Losing her briefcase for a month wasn’t an option, so Sally spoke to the store manager in hopes of finding a more acceptable alternative.

Could they give her a loaner bag? No.
Could they give her a new bag? No.
Could Sally get the bag repaired locally and send Tumi the bill? No.

These policies were clearly created by a spreadsheet jockey. They appeared to be the model of efficiency from an aggregate, corporate point of view while completely missing how nonsensical they were in this type of situation.

The store manager was very friendly and I think she really wanted to help. But she was also determined to adhere to the corporate repair policy.

Sticking to these policies cost Tumi a few things:

• Sally won’t buy a Tumi product again.
• I was in the market for a new suitcase but ruled out Tumi too.
• Negative word of mouth.

She eventually left the store without getting her bag fixed. The broken zipper pull was an annoying reminder of Tumi’s poor service every time she traveled.

Sally took her bag to Index Urban in San Diego last Saturday to get repaired. She knew she’d have to pay for the service, but it was worth it to get her bag back in just a couple of days.  I went with her because I still needed a new suitcase.

John, the owner, greeted us when we came in. He wrote up a repair bill for Sally’s bag and then helped me pick out a new suitcase. I went with a Briggs & Riley. They’re expensive like Tumi’s, but unlike Tumi they come with a real lifetime guarantee. And, I know I can take it back to Index Urban if anything does happen because they do repairs onsite.

We were happy customers at this point, but John sweetened the deal by throwing in monogrammed luggage tags for both of us.

The repair technician was off until Monday and John promised to give Sally a call once the technician had a chance to look at the bag. He surprised her with a call early Monday afternoon letting her know the bag had already been repaired. Even better was John waived the repair fee because he felt bad about our experience with Tumi!

Unlike the Tumi store manager, John wasn’t constrained by inflexible corporate policies because he was also the owner. Here’s how that paid off:

• I bought a suitcase.
• All of our future luggage purchases will come from Index Urban.
• Positive word of mouth.

We can’t all be the owner, but I wonder how much better service would be if more employees were empowered to act like John? I do know that Tumi would still have two customers.

Connecting rapport to five star service

Does rapport really matter in customer service?

I’m not talking about fake, going through the motions rapport. A wooden greeting at a retail store doesn’t quality. Neither does a robotic contact center agent reading scripted pleasantries.

I’m talking about genuine, “Hey, I like this person,” rapport.

There’s an objective way to find out. By combing through customer service surveys and online reviews, I was able to find proof that rapport influences customer’s perception in a positive way.

What is rapport in customer service?

The first challenge was defining rapport.

According to Merriam-Webster’s online dictionary, rapport is a “relation marked by harmony, conformity, accord, or affinity.” In a customer service context, this involves connecting with customers in a way that causes them to see you as a real, likeable person.

Terms like rapport can be a bit squishy, making it hard to observe, quantify, and even train. One way to operationalize the definition of rapport is to count how often people mention someone by name in the comments section of your customer service survey.

I put that theory to the test.

Rapport improves customer perceptions

I started noticing a very specific trend around names while helping a client analyze their customer satisfaction data. Their survey had an overall satisfaction question where customers were asked to rate their service on a three-point scale:

1. Below Expectations

2. At Expectations

3. Above Expectations

A definite pattern emerged when I separated the comments section by rating.

Individual employees were mentioned by name much more frequently when customers gave their service an “Above Expectations” score. Here’s the distribution for one of the groups I worked with:

A much higher percentage of positive reviews mentioned an employee by name.

Another trend stood out. When customers mentioned an employee by name in a negative review, the employee was often mentioned as a lone bright spot in an otherwise bleak encounter.

“Denise is always so nice and helpful,” said one negative review. The customer’s gripes were about wait times and procedures, yet they still appreciated Denise’s efforts to make things better.

Just for fun, I looked for other places to see if ratings were affected by whether customer’s knew employees by name.

The Yelp reviews for my favorite Italian restaurant, Antica Trattoria, showed a similar trend. Their overall rating is 4.0 stars with slightly more than half the reviews giving 5 stars.

However, you’ll see a familiar pattern if you look at the reviews that mentioned an Antica Trattoria employee by name:

My friends at Zendesk, a leading customer service software provider, provided analyzed nearly 2,000 customer surveys to see if this trend held true for other companies. It did!

Look at the difference when a survey mentions an employee by name in the comments, versus surveys that do not.

Barriers to Rapport

If rapport is highly correlated to outstanding service, why doesn’t it happen more often? One explanation might be that customer service professionals face a number of barriers that can make rapport-building difficult.

1. Speed. It’s hard to build rapport when employees are in a hurry.

2. Skill. Many people simply don’t know how to build rapport with customers.

3. Sales. It’s really hard to like an overly aggressive salesperson.

4. Task-focus. Rapport takes a hit when tasks are prioritized over service.

5. Customers. Some customers are jerks and resist rapport.

There’s also a concept called emotional labor. It takes effort to be nice to people. For some customer service reps, this is exhausting.

How to Build Rapport

You’ll have to remove these barriers if you want your employees to build more rapport with customers. Here are three simple steps to help your employees become rapport-building champions.

Step 1: Look at the Data

Review your customer satsifaction data to see how rapport might be impacting service quality. Do you see evidence of greater rapport in your top box survey scores? Are some employees consistently mentioned in customer service surveys while others are not?

Step 2: Observe

You can learn a lot by assessing the current situation before doing any tinkering. Watch your employees serve customers. Can you observe any of the barriers to rapport mentioned above?

Step 3: Engage the Team

Share your observations with your employees and ask them to help you find solutions. You might be surprised at how many good ideas your team can come up with. You’ll also notice they are more like to implement ideas that are their own.

In many cases, employees just need a little bit of training to help become more adept at building rapport. One of my favorite exercises is called the five question technique.

This short video from my Customer Service Foundations course on LinkedIn Learning explains how the technique works:

Starting a conversation from Customer Service Foundations by Madecraft and Jeff Toister

Why you're training customers to complain via Twitter

An increasing number of companies are starting to do a great job of serving their customers via Twitter. That’s great news for service, right?

Well, it may also be a problem.

Companies that master the art of serving their customers via Twitter may be training their customers to skip traditional service channels like face-to-face, phone, and email so they can do all their complaining in public.

Here are three reasons why:

Broken Channels

Consumers generally want to address customer service issues directly with the company without resorting to Twitter.

A 2012 American Express study found that only 7 percent of customers look to social networking sites such as Twitter as their primary method of contacting customer service. Most customers prefer more traditional channels such as face-to-face, phone, email, or even a company website. Only 17 percent of consumers reported contacting a company via social media at least once in the past year.

Things change when the problem doesn’t get resolved. The SQM group estimates that the average call center fails to resolve 30 percent of problems on the first call. Customers who experience lingering customer service issues may be more likely to vent their frustrations on Twitter.

Executive Attention

I recently attended ICMI’s ACCE conference for call center professionals. Quite a few attendees told me that Twitter has gained prominence in their companies because it’s more visible to executives than other channels. These executives are also understandably worried about the negative word of mouth associated with customers ranting on Twitter.

More executive attention can lead to Twitter complaints getting top priority. This means the Twitter team gets better staffing levels so they can respond faster. They are more empowered so they can be more generous. It also means that fewer resources are devoted to improving other service channels.

Customers catch on quickly.

Elite Service

The first two factors are reinforced by Twitter teams that do a really good job.

I recently Tweeted a complaint to American Airlines after being told it would take 8 weeks to get reimbursed for clothes I had to buy when my suitcase was delayed. Their Twitter team responded almost instantly to request additional information and then promised me they’d get on it.

The American Airlines Twitter team evidently pulled some strings that other customer service reps wouldn't or couldn't pull because my check ended up arriving in just 4 weeks.

Given these results, why wouldn’t I automatically tweet American Airlines the next time I experience a customer service issue of any kind?

Solutions

Perhaps the solutions seem obvious. Fix broken channels so customers get amazing service no matter how they choose to contact your company. Prioritize problems that cause your customers the biggest headaches, rather than your marketing and PR folks. Fix more problems on the first contact.

I have one additional suggestion: Spread some of that Twitter moxie to other channels.

Companies often infuse their Twitter customer service with a little personality because they know anyone can listen in. What if every call center representative answered the phone like the whole world was listening? Why not write customer service emails that we would be proud to see posted on the internet? 

Have companies defined outstanding customer service?

In his famous book, Built to Last, Jim Collins observed that companies that endure over a long period of time possess “cult-like cultures.” This is certainly true in customer service. Think of the companies best known for outstanding customer service and you’ll almost certainly find a strong, customer-focused culture.

These cultures are anchored by a clear definition of what outstanding customer service should look like. It gives employees, managers, and executives clear direction when making decisions that impact customers. Without a shared definition, it is very difficult for companies to provide consistent service since everyone has their own idea of what's best.

I recently conducted a survey to discover whether companies have created their own unique definition of outstanding customer service. 

Is outstanding service clearly defined?

Only 62 percent of respondents were positive that their organizations have defined outstanding customer service.

Has your organization created its own definition of outstanding customer service?These results indicate employees at a large number of companies may not have clarity when it comes to how they should treat their customers. 

Does company size matter?

Yes. The larger the company, the more likely it is that outstanding service has been clearly defined. The chart below shows the responses from small, medium, and large companies (based on number of employees).

Percentage of companies that have defined outstanding service, arranged by number of employees.

What do you think is the explanation for such a big gap between small and large employers?

Are employees aware of the definition?

Respondents that indicated their company had defined outstanding service were asked to estimate their employees' awareness of this definition on scale of 1 - 5. The responses indicate awareness is generally high when a shared definition exists. There wasn’t any variation among companies of different sizes so I'm showing the aggregrate data.

If your company has a definition of outstanding service, how aware are your employees?

This question was tricky because respondents were asked to estimate their employees’ awareness of their company’s definition of outstanding service. Do you think the results would be different if we actually quizzed employees in each of these companies?

In my own experience, and this is purely anecdotal, leaders tend to overestimate how well their employees know the company's definition of outstanding service. 

Conclusions

If your company doesn't yet have a clear definition of outstanding customer service, I suggest you create one right away. You can use my customer service vision worksheet if you're not sure where to begin.

If your company does have a clear definition of outstanding customer service, you've taken the first step on the journey to a customer-focused culture. You can use this guide to keep your company moving in the right direction.

ASTD 2013 ICE Conference Re-cap

I attended the ASTD 2013 International Conference & Exposition in Dallas, Texas last week. This is the premier conference for Training and Development professionals with an estimated 9,000 people in attendance. This conference is always important to me since training is at the core of what I do to help clients improve customer service.

Attending a conference like this can feel like drinking from a fire hose so I’ve put together a summary of my top take-aways from the conference.

Conference Overview
You may want to start by familiarizing yourself with the conference.

• Conference Overview
• Conference Daily Newsletters
• Twitter Backchannel

Another great resource is a collection of David Kelley’s curated resources from the ASTD 2013 Backchannel. 

Conference Themes
These are the top three themes I took away from the conference.

Theme #1: Where's the Performance?
The whole point of training should be to help people perform their jobs better. This topic was conspicuously lacking at the conference.

The conference was certainly rich in content. There were wonderful sessions, keynotes, and vendors sharing the latest trends in learning. The place was abuzz with technology. You had to literally run and hide if you wanted to avoid networking with amazing people.

The missing piece was why any of this should matter. How can we do a better job of helping the employees we serve improve their performance?

Theme #2: Problem-centered Learning
Most training courses today are built around a specific collection of content. A problem-centered learning approach builds training around a specific problem. The content is only introduced (or discovered by participants) as they need it to help solve a problem. 

For example, let’s say you wanted to learn about geography. You could take a course that taught you all sorts of geographic facts. Or, you could try playing a round of GeoGuessr where you are shown a random location and must try to locate it on a world map. The game-based approach challenges you to develop your geography skills by examining clues in the picture to narrow down the location. (Warning: this game is addictive, especially if you try to beat my high score of 27,151.)

This theme promised to move us closer to performance if we can build training around real work challenges. For example, a customer service training program could be designed around around finding ways to improve customer satisfaction ratings. This could make the training much more useful than simply providing a set of generic customer service skills.

Theme #3: Technology
ASTD released its newly updated competency model in 2013. One of the biggest changes was the introduction of Learning Technologies as an area of expertise for the Training & Development Profession. This recognizes the growing influence of technology in how we deliver training and support our employees’ performance.

Two big technology themes at the conference were social and mobile learning. Social learning is a broad term, but at the conference it primarily meant using social technology like Twitter to help foster learning. Mobile referred to learning from a mobile device such as a phone or tablet. In many ways, conference attendees were doing both since we could access most of the session materials from a mobile application and many of us were exchanging ideas and resources via Twitter throughout the conference.

Another area where I see technology growing is the use of webinars for training. Most webinars today are delivered in a boring death-by-lecture format, but they can actually be highly engaging and interactive if facilitated correctly.

For example, I recently facilitated a customer service training program entirely via webinar for a call center client. The highly interactive class was split into one-hour sessions so participants could apply what they learned before focusing on a new skill. The sessions were highly rated and, more importantly, they used what they learned to improve customer service.

If you attended the conference, or tuned in via Twitter, what were your take-aways?

Three tools that make training more effective

So you've decided to send your employees to training. Maybe it's customer service training, or a time management workshop, or perhaps it's a life-changing transformational leadership development experience.

Whatever it is, you are probably about to waste a lot of time and money.

The goal of training should be to help people improve performance. Many training programs focus instead on delivering information. In many cases, it may not even be the right information.

Fortunately, a some simple adjustments can change all this. I've assembled a few of my favorite tools to help your next training event deliver results.

Learning Objectives Worksheet
Many training programs fail to achieve their goals because, well, there are no goals. You can fix this by writing goals that target the specific performance areas you are trying to improve. This worksheet uses the classic A-B-C-D model:

• Audience: Who is being trained?
• Behavior: What will they be able to do?
• Condition: Under what conditions will do it?
• Degree: How well must they do it?

Download the Worksheet

Workshop Planner
Preparation and follow-up are the keys to a successful training program. This tool helps you perform a simple needs analysis and then create an action plan to maximize the training's impact. And, it's all done on one page.

Download the Worksheet

Employee Development Worksheet
Many Individual Development Plans (IDPs) fall short because they focus on activities rather than results. It really doesn't matter how many books you read or conferences you attend or training classes sign up for. What matters is whether you can use those books, conferences, and training classes to improve performance.

The employee development worksheet helps create a targeted IDP that gets results. 

Download the Worksheet