Diagnosis

• Wastage of Resources such as Time, Manpower & Machines
• Ineffective Work Methodology
• Untapped Potential
• Unrealistic Goal Setting
• Lack of Systematic Review & Monitoring
• Inadequate Recognition & Rewards
• Absence of Professional Caring Work Ethos

G-CAP

• Faster Turn around of Cars serviced
• Completion of 100% work as per Manufacturer’s specification
• Reduction of Repeated jobs
• Better control over actions & results
• Higher levels of employee motivation
• Enhanced levels of Customer satisfaction
• Potential Enhancement Project (PEP) started with 1 Service Centre and extended to all the 24 Service Centers

Diagnosis

• Repeated Jobs leading to Customer dissatisfaction
• Lack of Targeted Service marketing initiatives
• Weak System of Service Reminders
• Improper Review & Monitoring of Key Parameters

G-CAP

• Enhanced Customer Satisfaction led to Repeat Visits to the same Service centre
• Service marketing initiatives helped reach every individual customer in the market
• Efficient & Effective Service reminders ensured prompt Service visits
• Regular & Time bound course corrections enabled fast transformation

Diagnosis

• Advantage of Differentiation
• Customer Acquisition
• Channel Partnerships
• Enquiry Generation Process
• Lead Management System
• Employee Competencies
• Responsibility Matrix
• Allied Income Source
• Training Development

G-CAP

• Strengthening the Enquiry Generation and Lead Management Process
• Creating KRAs & KPIs
• Delivering higher levels of quality service thereby increasing Customer Satisfaction
• Handholding employees to improve performance
• Developing and conducting joint periodic Review Meetings

The objective of Project, “Dealer Learning Academy” was to set up a Centralized Learning Academy to make the employees competent for today’s volatile and competitive market. It also aimed to facilitate their career growth and improvisation of skill sets to handle a desired job profile. The Project commenced in May 2017. Grochange conducted a Client Diagnosis Study which revealed the Transformation Focus Areas :

Diagnosis:

Conduction of Diagnosis Study uncovered the following:

• Existing employees of the client were loyal and hardworking, but required enhancement in their skillsets to transform the company
• The client was supportive of launching a structured Learning & Development initiative
• There were few developmental programs, besides the Trainings anchored by the Principal/Manufacturer (Hyundai)
• Inadequate Skilled and Qualified Trainers was a challenge
• In-house Technical Trainers & a Training Coordinator were running the show for all the branches
• Unavailability of Soft Skills modules
• No role clarity, lack of work delegation and no shared responsibilities making it hard to meet the day to day training needs of the company

G-CAP:

• Grochange Lead Trainer anchored the Project and initiated various actions
• Analyzed the core competencies of the existing Technical Training Team for role mapping
• Formulated Operational Matrix
• Designed career path for employees
• Designed CIP
• Developed new Training Modules, and Trainers were given hands-on coaching in executing them
• Forecasted the future requirements and created a plan
• Acquired new talents for the client’s team and trained them for the desired outcomes
• Head of the Learning Academy was appointed and was trained by Grochange
• Master Training Calendar for the financial year was created
• The Project lasted for 8 months

Diagnosis

• Absence of Professional Work Ethos
• Ineffective Work Methodology
• Unrealistic Goal Setting
• Lack of Systematic Review & Monitoring
• Inadequate Recognition & Rewards

G-CAP

• Completion of 100% work as per Manufacturer’s specification
• Reduction of Repeated jobs
• Better control over actions & results through Systematic Reviews
• Higher levels of employee motivation through Incentive Scheme
• Enhanced levels of Customer satisfaction
• Project Fastrack initiated for Client’s Sole Service Centre

Diagnosis

• Vast scope to re-imagine the T&D system to unleash the full potential of human assets.
• T&D function to be strengthened – both in staffing and strategic direction setting
• Necessary to develop new need-based training modules for different levels
• Senior level Managers to be equipped & empowered to mentor Junior staff

G-CAP

• Formulating the ABCDEF Credo which comprises 6 pillars on which rests the foundation of the T&D initiative.
• A- Attitude of top management; B- Build Competencies; C- Customer Focus; D- Differentiation; E- Employee Engagement; F- Faculty-Mentor Nexus.
• Training Methodology involved Interactive Participation with Role Plays, Case Studies Multi-Media Aids & Post Training Assessments.
• At the end of the Training, Commitments were taken from each Participant and followed up by Focussed Review on the 45th Day & 90th Day to monitor Effectiveness

Diagnosis

• Customer Acquistion and Retention
• Channel Partner Relationships
• Vision for Corporate Policy Alignment
• Communication Planner
• Capability Enhancement
• Customer Connect Initiatives
• Compensation Innovations

G-CAP

• Strengthening the Quality of Sales calls by initiating Field Accompaniment Calls
• Conducting Taluk-wise road show campaign
• Establishing RSO outlets for deeper market coverage
• Arranging Onsite coaching for enquiry evaluation
• Formulating KRA/KPI for Field force