Posted on : May 11th, 2015
Training and learning are an integral part of the modern workplace. Every forward-thinking organization strives to create innovative avenues to provide training that educates, enables and inspires its people. This is true for employees within the organization as well as partners who closely work with the organization. Thus, training initiatives have to often extend beyond the confines of the organization and create an effective, relevant and uniform way of learning.
For the automobiles industry, the dealer network is where the maximum merchandise is sold. Since these dealers are often far spread, it is a constant challenge to make sure that the large workforce among the dealers have the pertinent knowledge as well as skills to make successful sales and achieve targets. A traditional classroom-based approach is often inadequate due to restrictive time and increasing pressure to attain targets as well. The reach of technology is quite high in the industry, as most dealers provide handheld tablets to executives as well as managers, to present well to their prospective clients. Harnessing technology, training and learning can also be provided –available as per the needs of the learner.
Working closely with a leading automobiles company, G-Cube created a structured and scientific approach for well-rounded dealer competency development. Customizing its new age WiZDOM LMS G-Cube created a learning portal that delivers training seamlessly across the vast spread of the dealer network. A plain vanilla learning portal was not enough to kindle the interest of the learners; so, G-Cube went the extra mile.
- Personalized learning: We began by defining the job roles and mapped them to the relevant competencies. Each learner then took an initial online test, and gap analysis was carried to gauge the competence level of each individual learner. Accordingly, a learning plan was created as per the profile of the learner with suitable courses assigned for online learning as well as classroom sessions. This made sure that learning was relevant for the learner and did not follow a ‘one-size-fits-all ‘strategy.
- Tests and Assessments: A mix of assessments was provided to the learners – supervised tests as well as self-evaluation tests. This made sure that the learners could choose to take the latter any time – affirming control over their own learning. On the other hand, to maintain fair scores, supervised tests were also conducted. The total assessment scores were calculated with 60% of weightage on the supervised scores and the rest from self-evaluated ones.
- Informative Dashboards: The learner interface had a built-in dashboard that was displayed on the landing page, every time a learner logs in. The dashboard presented the learners’ recent competency scores as well as the specific module competency scores. This was a constant reminder to the learner about where he or she stands in terms of acquired knowledge. Additionally, for all assessments, the learners were allowed to retake tests to re-enforce the learning as per the needs. The dashboard also displayed the best score of all the attempts. This helped the learner set target for himself and proceed accordingly.
- Enhanced reports: The LMS also tracked a variety of data and created logical as well as relevant reports that provided a lot of pertinent information on the effectiveness of the training initiative. The reports could be churned out as per the requirement of the administrator – based on the criteria of department, region, area, job title, dealers, and so on. The reports gave out data about knowledge consumption through Usage Data and assessment reports through the tests that the learners took on the portal as well as offline. In addition, the learning portal was also a repository of manpower competencies within the dealer network. The portal provided updated records, including manpower and competency index reports, attrition reports and sales target reports. This, not only created accountability of the training efforts, but also provided the true measure of manpower competencies within the dealers.
- Skill Contests: To provide excitement and energy to the training initiative, skill contests were run on a weekly basis. Competency assessment tests were uploaded onto the system on a regular basis, and the executives as well as managers could take these tests. Multiple round between areas as well as zones were run to produce zonal winners as well as national winners. The contest winners were given attractive prizes, which provided an additional incentive for continual learning and a thirst for increased competency.
The learning initiative was not only successful in creating an easily-accessible platform of learning, it also increased the overall satisfaction of the dealer employees. They were able to apprise themselves on newer products as well as schemes for their prospective clients. They were also able to learn better techniques and skills for selling through courses on body language, people management, time management, and so on. This provided well-rounded knowledge that helped them better themselves as true professionals. This increased work satisfaction and provided better sales figures as well. The automobiles company on the other hand was also able to understand and manage the available dealer manpower better. They were able to ascertain the number of trained manpower at all times – helping them create attainable targets and achieving them as well. They could now align their training efforts as per the needs of the dealers – motivating excellent performers with suitable incentives and creating re-enforcements for those who could not perform. Thus, with an extended opportunity of personalized learning among the dealers, it was a true win-win for all.
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