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Our Services >> Consulting
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| "Improve processes and tools to enhance
individual and team performance." |
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Training and Development Services
Corporate Training and Development Department
Need – Ability to schedule and track
participation in training activities companywide.
Solution – Designed, piloted
and successfully launched the first online training management system
for B of A. Created highly-effective Trainer's Guide and step-by-step
Participant Handbook for use in classrooms and on-the-job by departmental
administrators and managers.
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"Training Information System"
(½-day workshop, User Reference Manual, Participant
and Facilitator Guides)"
• Basics
- Introducing the Training Information
System (TIS)
- Features
- Benefits
- How TIS Works
- Organization of the Manual
• TIS Essentials, Problems,
and System Messages
- Essentials
- Common Problems
- System Messages:
> TIS System Messages
> 3270 System Messages
> Line Terminal (Silent 700 System Messages)
• Procedures
- Accessing ABACIS
- Course
- Student
- List
- Post
- Report
• Glossary
• Code Tables
- Attendance Codes
- Course Category Codes
- Course Codes
- Course Objective Codes
- Location Codes
- Sponsor Codes
- Trainer Codes
• Sample Reports
• Feedback Forms
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Team Planning and Development
Global
Payment Operations Division
Need – Improve the quality, productivity
and interaction between team members of intact work teams.
Solution – Designed and facilitated
a flexible team development program that incorporated experiential
learning, individual team member surveys and group activities delivered
to approximately 20 work teams. Ratings as measured by internal
service level agreements increased across 80% of the teams within
6 months.
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"Team Dynamics Program"
(½- to 2-day facilitated session with team surveys
completed as prework, an optional experiential activity, Facilitator
and Participant Guides)
• Introductions/Purpose/Agenda
• "Gold of the Desert Kings" (optional team
building activity)
• Teams and Teamwork: Definitions
• Teamwork Values
• Stages of Team Development
• Survey Debrief
• Individual Action Planning
• Style Diversity
• Team Improvement Plan
• Wrap Up/Evaluation
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Global Payment
Services Division
Need – Enhance the succession planning
process by creating a more qualified and diverse pool of candidates
to move into senior management positions.
Solution – Developed and facilitated
a six-month program with the senior management team that identified
high potential leaders in the organization, linked mentors and protégées,
and provided guidance and tools for their development.
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"'Best Partner' Mentoring
Program" (6-month process with facilitated kick-off
and closing meetings, mentor and protégé materials,
one-on-one conferences and interventions as needed)
Kick-Off Meeting
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TIME
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TOPIC
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10:00
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Welcome/Agenda/Introductions
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10:15
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Why Best Partners Now?
• BACMS Goals
• Leadership Success Factors
Program Objectives
Senior Management's Role
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10:45
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The Mentoring Experience
• A Real One from the
Past
• Hopes and Fears for the Future
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11:15
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Program Description
Roles and Responsibilities
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12:00
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LUNCH
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1:00
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Communicating with Your Sponsoring
Partner
• Giving Feedback
• Receiving It
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2:45
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BREAK
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3:00
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Advice from Past BofA Mentoring
Participants
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3:45
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Preparation for Leadership Experience
Activity
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4:00
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Mentor Introductions with Q &
A
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4:20
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Leadership Experiences to Build
On
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4:50
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Tonight's & Tomorrow's Agenda/Close
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Financial Institutions
Payment Support Division
Need – Redefine the customer service
support levels for the major client groups, the processes and roles
to support them, and then develop action plans for implementing
the new strategy.
Solution – Developed consensus
on the core processes based on customer requirements, drafted the
key responsibilities for the four major organizational roles, then
developed action plans to continue the work by facilitating a two-day
planning session for a cross section of the group that touched each
part of the process.
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"Process Redesign Session"
(2-day facilitated session with Facilitator Guide and
participant handouts)
DAY 1
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TIME
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TOPIC
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9:00
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Coffee
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9:30
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Welcome/Purpose
Agenda/Roles
Getting Connected/Norms
The Current Servicing Support
Processes
Force Field Analysis
F I Payments Initiatives/Strategy
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12:00
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LUNCH
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1:00
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Process Requirements
New Servicing Processes: Table
View
New Overall Servicing Process:
Fishbowl
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4:30
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Evaluation and Close
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DAY 2
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9:00
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Coffee
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9:30
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Evaluation Feedback & Agenda
Review
Organization Design Principles
New Organizational Roles &
Responsibilities:Table View
New Organizational Roles &
Responsibilities: Fishbowl
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12:00
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LUNCH
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1:00
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Bridging the Gap
Action Planning
Next Steps
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4:30
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Evaluation and Close
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Southwest Retail
Division
Need – Create a pool of external management
candidates to supplement the internal succession planning process
and reduce time vacant positions remain unfilled.
Solution – Created a competency
model for the position through a series of focus groups that identified
the skills, traits and behaviors that lead to superior branch manager
performance. Next we worked with recruiters to develop a series
of questions to incorporate in the interview process.
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"Branch Manager Performance
Model" (3-month process involving management interviews,
facilitated focus group meetings, with Facilitator Guide and
participant handouts, completed performance model with related
interview questions)
PERFORMANCE MODELS
(Section of pre-reading for focus group participants)
A performance model typically contains the
following:
· Key areas of Responsibility
· Outputs (deliverables) produced under each area
· Measures of the outputs
· Tasks performed to achieve the outputs
· Skills, Knowledge & Behaviors required to perform
the tasks
Here's a partial example of what the above
might produce for a typical management position:
| Key Responsibility: |
Performance Assessment and Management |
| Outputs: |
Performance Plan |
| Measures: |
Done annually with quarterly review
Concurrence with employees
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| Key Tasks: |
Establish performance plans for
each employee
Discuss and review with each employee quarterly
Conduct on going coaching as needed
etc. |
| Skills,
Knowledge & Behaviors: |
Coaching, counseling, managing difficult
employees, directness, etc. |
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 SBC/Pacific
Bell
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Need – Ability to schedule and track
training activities for the Professional Development group.
Solution – Designed and developed
the training and enhanced the functionality of this first online
system based on requirements identified during training development.
Created Trainer's Guide and step-by-step Participant Handbook for
use in classrooms and on-the-job by departmental administrators
and managers.
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"Professional
Development Training Requirements Database" (1/2-Day
Workshop, User's Guide)
• Basics
- Introducing TRD
- General Capabilities of TRD
- Benefits of TRD
- How TRD Works
- Report Capabilities
- Organization of this Guide
• Procedures
- Logging On to TRD
- Logging Off TRD
• Navigating in TRD
- Entering Data in TRD
- Keys and "Wildcards"
- F-Keys
- Printing Your Reports
- Common Problems and System Messages
- Common Problems
- Error Messages
- Help Contacts
- Proprietary Information
• Running Reports
- Report #1: Names or Number of Individuals
Completing Courses
- Report #2: Course Completion Status Report (Grid)
- Report #3: Number of Course Days by Title and Segment
- Report #4: Incomplete Curriculum by Employee Name and Course
Number
- Report #5: Professional Development Courses and Equivalents
- Report #6: Freeform Reports
- Report #7: Examples
- Report #8: Individual or Organization Curriculum Worksheet
- Report #9: Monthly Comparison: Student Days by Segment
• Sample Reports
• Code Tables
• Glossary
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(click to enlarge)
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Need – For executives and senior
staff to be able to view key business performance metrics
rolled up in one place, with ability to click to see more
detail.
Solution – Created a custom
‘dashboard’ that pulled data from various local
and internet sources to track staffing, revenue, billable
hours, project data, etc.
Need – To allow employees, business
partners, and customers to access in one online location the
latest company news, intranet resources, training programs
and materials, product documentation, and internal ‘gurus’.
Solution – Created a unified
user screen, database, and links to all current resources.
"VerticalNet Global Integration
& Strategy Conference" (Intensive 3-day Interactive
Strategy & Planning Workshop, Participant Guides, Videos,
Product Demos, Breakout Sessions, 40 Plenary Sessions and
Presenters, Fully Planned, Facilitated, and Broadcast)
• White Papers
- The Evolution of Digital Markets
- Competing in the Evolving Landscape of B2B Digital Markets
- Online B2B Exchanges
- The Internet-based ASP Marketplace
- The New Economics of Transactions
- Machine to Machine e-Business
• Expert Presentations on
Products, Services, and Implementations
- Roadmap Discussion Document
- Content and Community – Community Builder
- Before the Buy – Related Products and Services
- Storefronts, ECCs, VertCat, Pavilions
- eProcurement Highlights
- C2Suite – Cooperative-Commerce Suite
- Business Publisher Suite
- Business Publisher 1.0 User Guide
- Beyond The Buy Button- OMF CIE SCC P&F
- “How to” Sales Demo
- OMF 1 Order Pipeline
- OMF 10 Exhibit D - CC Settlement failed – Vert
- OMF 11 Exhibit E - Backorder_Refuse
- OMF 2 Order Create
- Catalog Strategy and Data Acquisition
- Request for Proposal & Request for Quote
- Platform Architecture – eCommerce & Infrastructure
- Before the Buy Architecture
- After the Buy Architecture
- 3.0 Terminology
- V3.0 Technical Summary
- Implementation and Product Matrix
- Elastomers Project Briefing
- e-Catalysts Project Briefing
- Paint & Coatings Project Briefing
- TCCG Project1 (Clusters)
- Ontology at VerticalNet: Ontology 101
- Competitive Intelligence - Introduction & Overview
- Industry Overview - Blue collar MRO
- Global Client Operations
- Globalization of VerticalNet Sites
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 IBM
Corporation
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Market-Driven Transformation Education
Series
Need – Facilitate the worldwide
corporate transformation of IBM from technology- to market-driven
business practices.
Solution – Managed, designed
and developed a 4-year series of strategic classroom and self-study
multimedia courses. Led design and development of all content
and materials with international business and IBM experts
teaching concepts and developing practical applications of
market-driven quality with employees worldwide. Each year,
courses first were delivered to over 1,000 executives. Then,
content and activities were tailored to practical applications
by all employees. Participant and Trainer's Guides, videos,
computer-based lessons and multimedia.
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"Market-Driven
Implementation" (3-day Interactive Workshops
with learner keypad Q&A and testing and self-instructional
materials, videos, Participant and Facilitator Guides)
• Administration
• Course Introduction
• Breakout Sessions
• Market-Driven Direction
• Market-Driven Company
• Reading Material
• Executive Speaker
• Requirements Process
• Development Process
• Application Opportunities & Solutions
• Marketing Planning
• Manufacturing
• Financial Support
• Field Excellence
• Service
• Market-Driven Quality
• Education Support
• Executive Close
• Feedback
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