A new year begins and Human Management management once again takes on the challenge of designing, executing and evaluating both a training and education program that effectively contributes to meeting corporate goals, thus supporting the productivity proposed by the company's management.
In this context, I think it is important to take into account the following reflections that point to the training of personnel who carry out their work with the client in mind, whether as a salesperson, promoter or service and service advisor:
1. All human beings are born with different "behavioral" characteristics and this is precisely the wealth of organizations. However:
to. Some are more adept at administrative and office activities, where they carry out multiple functions necessary to support those who have the responsibility of serving clients.
b. Others, on the contrary, think that being locked in an office is not part of their lifestyle and, therefore, their activities are developed in areas of the organization where they must permanently attend, listen and motivate the clients who come to the points of sale daily.
c. Some others, without rejecting the office's own work, prefer that their contact with the client be by telephone, email or physical, they are specialists in solving clients' complaints and claims.
d. Finally we also find people who have developed skills to govern, direct and lead.
It does not matter where in the organization they are, because they constantly create new ideas, solutions to problems and make decisions even if they are unpopular.
In general, they are those who perform management duties in the company or those who direct, administer, supervise or exercise some leadership.
2. Identifying these characteristics and developing them allows Human Management management to accurately locate and train the staff's competencies according to the needs of the company, but also according to the particularities of each one.
3. A customer-oriented training program impacts three main areas:
to. Knowledge: It is about delivering information on a specific topic.
b. Skills: involves training to develop skills of a trade.
c. Attitudes: involves modifying a behavior that supports the person's daily work in the organization.
4. A training program aimed at training commercial and customer service personnel emphasizes, above all, the training of commercial skills necessary for those who serve the public at each of the points of sale.
However, it is necessary to recognize that each one has knowledge about the business and its own products that are offered and displayed at the point of sale.
Of course, it includes content aimed at commercial knowledge and the development of corporate commitment.
5. Each one of the assistants to the program must have the possibility to evaluate some of the personal characteristics, because they are a factor of success in the daily work.
They also allow receiving conceptual information to learn about important aspects in the training and development process of these commercial skills that are tested every day in the "moments of truth", both with the external and internal client.
6. In the process of forming and training these skills, the concept of "customer service" must be reinforced, from a strategic, tactical and also operational perspective, showing and exemplifying everyday situations that make Customer Service a differentiating factor in the decision. shopping.
7. Likewise, at the end of the training program, each of the attendees must have the possibility of evaluating their personal progress in the proposed topics and receive support aimed at strengthening the knowledge received.
All these elements will allow the design of a training plan that directly points to the improvement of the organization's customer service processes and lead each of the officials involved to develop a greater personal commitment to the company.
I hope that these reflections are helpful at this time of the year when we plan and organize the best way to invest the monetary resources allocated to staff training.
