What We think We Know vs. What We Know
Sometimes what we think we need as a learning solution is quite different from what we actually need. This insurance industry software company was awarded a large federal government contract. The client wanted to ensure that every call-center representative could handle all calls on approximately 90 new and different topics. This would typically take approximately 6-9 months to accomplish—a timeline they couldn’t afford.
They were concerned that their new hire training strategy was not able to keep pace, impacting the small, busy, 40 person contact center they had created and grown to support their very successful software product. They would now have to quickly set up a 120 person contact center to meet contract terms. They asked us to price developing approximately 90 e-learning courses on these topics.
We proposed first doing an analysis so that we could better determine exactly what was needed, and the priorities of those needs. Our goal was to help the client create an effective overall strategy focused on addressing current rapid growth challenges, while meeting learner needs, and business objectives.
We interviewed senior leadership, contact center representatives, supervisors and managers, listened in on calls, reviewed representative’s interactions with customers, and analyzed the existing training program and results, along with call data.
We determined that representatives needed instant access to information for problem solving with customers on the phones and in chats, and they needed an easy way to share knowledge and experience with colleagues. We designed a comprehensive learning and development strategy with the main focus on performance support, knowledge sharing, and collaboration that ensured easy access to vetted information and resources in-the-workflow, ease of sharing knowledge and best practices. Courses played an important yet smaller foundational role.
The e-learning experiences would focus on detailed foundational learning for 12-13 priority topics that accounted for over 80% of calls. Our strategy focused on targeted training on systemic issues that have a large impact and complex topics that happen frequently, giving the right people the right training.
The shift from “building 90 e-learning courses” to creating a performance support, knowledge sharing, and collaboration strategy cost less than building 90 e-learning courses and included so much more easily-accessible information.