Case studies using NLP by HPC in Glasgow
Case Study 1: Blue Chip Company
Through the clients’ customer feedback a number of issues had arisen, the main points were:
- Advisors were viewed as pushing client too hard to make a sale
- Advisors were speaking to customers in an unnatural manner
- Customer were not fully understanding the product and feeling ’overloaded‘ with information
- The client also noted that during supervision / assessment of their sales advisor’s there were a number of issues which needed to be addressed, the main points being:
- Staff was lacking in confidence while dealing with difficult customers which created stressful situations
- Staff negativity in the workplace
- Staff feeling undervalued
The Human Performance Clinic were called in to address these issues and we formulated the following process:
- We observed sales advisor’s in their own environment, watched, listened, asked questions and were ‘sold to’ by several advisor’s.
- Having interacted with sales advisor’s we ran a troubleshooting session with staff and we were able to extract information not available to Managers.
We were for the Company not of the company and this enabled a degree of trust to allow feedback and as a result developed the package thus far.
We call this process Human Performance Design. Read here in detail about this process which has been developed by us.
Feed-back after the trial
- Found the programme increased their self confidence both in and outside their work
- Helped them feel more positive about work and more valued in and outside the workplace
- Built greater awareness of the customer, and gave them additional skills which helped them build good relationships whilst delivering sales and productivity targets
- Customers displayed a very positive response to those calls made during the trial. Feedback showed that:
- Advisors sounded more natural, friendly and interested
- Clearer explanations of products and services, and related charges, and more effort was put into matching these features and benefits to customers needs and wants
- The customers were left with a very positive image of the client and were happier about future contact
The results of the trial
The trial was aimed at improving how the customer felt about contact and how to improve how the staff felt within the working environment. The findings show that:
- Transactions per sale were constant between trial and control groups
- Points per sale were constant between the two groups
- Points per hour were 7% lower in the trial group
- Sales per hour 2% higher in the trial group
- Talk time 33 seconds (on average) higher with the trial group
Overall, these results suggest that the advisors were more focussed on creating a meaningful dialogue with the customer. There was an improved level of customer satisfaction and crucially, more customers were happy to receive further follow up calls on goods and services.
Case Study 2: Blue Chip Company
Team building and development of a newly formed group of senior managers and middle managers, based in a new flagship building.
Human Performance Clinic was invited in to accelerate team forming. (HPC had previously worked with client on team building and team development.)
Most of this new team had previously experienced psychometric testing, involving personality questionnaires or aptitude testing such as ‘Myers Briggs’, either as part of their own interviews for their jobs or had used it as part of the interview process when selecting staff.
HPC were keen to develop this further and tailor a team building event utilising Human Performance Design while incorporating the ‘Belbin’ team roles techniques.
Before the two-day event, all team members were asked to complete a ‘Belbin’ team role profile. We acted as the Administrator and the outcomes were then used as a basis of our Human Performance Designed two-day event.
Feed-back was very positive: many stated that whilst ‘Belbin’ gave a greater insight into their management style; the two-day day event significantly helped develop their style and gave them powerful mind management tools. They could not only develop the roles they were already performing to a high level but also enhance the roles that did not score high.
Two further half-day training days were implemented after a 3- and 6-months period. Significantly, 65% of the team stated they were using the techniques they had learnt. Everyone reported that the two-day event helped the team develop appreciably over the last six months. 15% were actively pursuing further self development through the Human Performance Clinic.
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