CX Fallacy #10: We’ve Trained Our Employees

10CXFallacies4I recently discussed how organizations that want to improve their customer experience will need to evolve from superficial changes (fluff) to operational transformation (tough). As part of making this shift from fluff to tough, companies will need to shed some of popular myths and fallacies about CX. These myths may hold true in early stage of maturity, but they fall flat as organizations expand their CX efforts. To help in the process, I’ve assembled the top 10 CX Fallacies.

CX Fallacy #10: We’ve Trained Our Employees

While employees may have gone through some “training,” they are never “trained.” Thinking about CX training (or any training) as a milestone is dangerous. The goal isn’t to complete some training sessions, but to get people to behave in a way that’s consistent with fulfilling your organization’s brand promises. This requires ongoing communications and reinforcement, in addition to the periodic refreshment of some training modules.

Keep in mind that companies throw a lot of information at employees, so it’s easy for them to forget what they’ve seen in training or to think that it’s no longer relevant. Also, there are always new people entering the organization who have not been exposed to some of the training.

Here are some recommendations for shedding this fallacy:

  • Assume people will forget (or ignore). If you assume that employees will forget or ignore what they’ve learned as soon as they leave training, then you will have the right attitude about what you need to do.
  • Focus on ongoing learning. Rather than thinking about delivering training, think about enabling ongoing employee learning. Identify the things that you want employees to know, believe, and do­, and then find ways to reinforce those specific things across multiple mechanisms.
  • Continuously tailor training. Don’t just repeat the same training over and over. Instead, develop measurements to track the areas of training that are most needed by each employee or group of employees. As much as possible, deliver training that aligns with these gaps.
  • Help managers reinforce the application of learning. One of the most important elements of learning is on-the-job reinforcement. Nothing crushes the value from CX training than having managers deliver conflicting messages. Make sure that managers understand their role and are equipped in supporting the learning of their employees.

The bottom line: It’s about ongoing learning, not training.

About Bruce Temkin, CCXP
I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about these topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

3 Responses to CX Fallacy #10: We’ve Trained Our Employees

  1. mcgntr says:

    Absolutely agree! Reminds me of Mager’s saying..if telling were teaching we’d all be so smart we couldn’t stand it. Ongoing is the key word — it is easy for employees to become overwhelmed with ‘knowledge’ demands, daily customer and peer demands — Ongoing learning bolsters employee confidence and helps them meet those daily demands. Thanks Bruce

  2. I’d add that learning is a mix of hearing, reading, and experience so it’s critical in anything to really do all three as different people learn different ways and when you use all three then they retain more. But, I agree…there is no train once and move on strategy that works.

  3. Jeff Toister says:

    A study by the Zenger Folkman group published way back in 2005 found that most companies approach training with this mix of time, money, and resources:

    Prep: 10%
    Training: 85%
    Follow-up: 5%

    Intuitively, this just looks wrong. The study also estimated the actual impact of each stage:

    Prep: 26%
    Training: 24%
    Follow-up: 50%

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