This article is contributed by Stephen Giam, Founder of Step Up International Private Limited using the Results by Design ^tm process.

Service Training is one of the most sort-after programs that any service-company seeks. It usually is for the frontline of the organization, where staff turnover is usually the highest, which also means that the training investment is comparatively low.

We are not suggesting an expensive program, but an effective service-training program that is well designed and implemented. Here are 10 tips on designing service training.

1.      First, start by understanding exactly what service problems the program is to solve. Generic objectives can only deliver generic results!  You must start with clear job application related to training objectives.

2.      Get a trainer who can be a role model with service experience. Personal experiences with frontline staff are far more valuable than endless lectures about the success of Disneyland, Singapore Airlines or other well-known companies.

3.      Good service goes beyond motherhood statements such as “you must smile”, “you must not get angry” etc. Service is an emotional experience. We describe service using emotional words such as happy, satisfied or angry. Service training must include the emotive elements. Programs must be designed with the emotional element in mind

4.      Service training for adults require as much unlearning as learning.  Participants usually have their own experiences and responses. Though some of these responses, such as lying to customers, may not be deemed appropriate or professional, trainers must be able to empathize with those responses and then steer the participant or class to the desired outcome.

5.      Service training must be designed to be highly participative. Well designed programs allow participants to go through an experience and develop their own solutions. This greatly increases personal ownership of the solution.

6.      Well designed programs will link ownership to an application at work. It allows participants to think about situations where they can use the new skills and gain the desired outcome they would like to achieve.

7.      Developing an action plan at the end of the training is not enough. Participants should articulate the plans to the class or co-workers to gain commitment and support.

8.      These action plans should then be shared with the participant’s supervisors. Of course, this is to be done with the participant’s knowledge. Supervisors should be trained to encourage participants to apply their action plan.

9.      Service is a dynamic process and sometimes* the participant’s action plans may not achieve the desired results. The supervisor’s role of facilitating on job coaching is very important.

10.  Last but not least, supervisors must at least understand the service programs, and their role in providing support as coaches, motivators and leaders.

 
This article is contributed by Stephen Giam.  Let Stephen personally share with you how he has successfully applied the Singapore Airlines service performance improvement framework to help Cold Storage Supermarket chain win the National Productivity Award for Service Excellence in 1995, conferred by then Senior Minister Lee Kuan Yew, and the EXSA company (Excellence Service) awards from 1992-1996.

Stephen has train thousands of participants in Asia and has been a consultant to many organizations in different industries - from childcare to healthcare, retail, banks and even civil service as such the traffic police!