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Chrysalis creates measurable change in individual competencies and organisational capability through learning and development.
Our client, a leading PSU Bank, had a strong brand presence. However, they were not able to capitalize on it and increase market share.
We approached the solution through our Organizational Culture program by building a mass transformation program for 2.6 lakh employees. The program was interwoven with their core values, customer-centricity skills, digitalized mindset and selling skills.
The Mystery shopping Results came back with 80% satisfied Customer calls. The Pilot group showed 87% positive feedback (3000 out of 3440 employees). The branch visits showed a score of 96.88%.
A leading Private Bank had to come up with a Customer First Business Strategy and define Customer Experience. Once the definition was in place a strategy had to be created.
We used our Learning Solutions to create a common definition and language for customer experience. We defined key behaviours for the entire organisation. This approach helped align the entire bank (26000) towards a Customer First initiative.
The results were reflected in the Customer First Town Halls covering 15000 employees. Customer First awareness was built through documented stories. The IMRB survey of 2018-19 showed that the scores went up from 76% to 88%, on Customer Loyalty, in the top two-parameter scores.
A leading player in the Banking space was facing a challenge in getting their employees to utilise their digital platforms to drive and enhance sales despite the availability of world-class tools. They could not achieve a healthy balance between leveraging tools and human intervention.
Our approach was two-pronged. We started with professional enhancement to bring in the Change Management required at all levels of hierarchy at the organisation and flowed it up with Performance Improvement.
The increased awareness of the data, consequent analytics, and the Change Management discipline gave a focus to driving enhanced sales figures and better Customer Relationship Management. Through continued usage of these tools, the organisation was able to highlight a YoY improvement.
The last time I wrote about this topic – I wrote about how the first step to reimagining learning was to scan the environment. When you work towards reimagining learning in your organisation, it makes imminent sense to create a blueprint for the next-generation learning approach that delivers tangible strategic outcomes. As I have mentioned before, building capabilities to take on a world like never before, helping people pivot to roles that may not even exist today, creating agile, fluid, restorative learning within organisations while staying focussed on making it more robust from a business perspective will become the mainstay of all people professionals.
READ MORELearning to Find a Place in A New Team. Today is the first anniversary of when our daughter-in-law stepped into our home. Becoming a part of a new family is perhaps the most daunting thing ever. It was like becoming a part of a new team and knowing that there were very few options to leave the team. My daughter-in-law was someone I had known for over 4 years before my son very wisely married her. But seeing her ease into a new house, adding to an existing home, and fostering new relationships showed me sides to her that I cannot but admire. Watching her helped me glean insights on what accelerates absorption of a new team member into an existing team.
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