2 Responses

1. Quite a bit…
   It will take an honest approach (if this is a problem – you could ask the bbc to help with this as training need 😉 to things and to accept feedback in the spirit it was given but you could:

   – Look at initial performance reviews, how well are people integrating and taking to the task in hand

   – Look at exit interviews for those who choose to leave early in their career with you (first 6 months)

   – Follow up your questionnaire after 3 months and ask what would they add to the induction process now they are more aware of what’s expected of them

   – Get managers to follow up on induction training during 1-2-1’s etc. and record useful suggestions

   – A good way we found of getting feedback during the induction process was to leave the room and ask delegates to nominate a spokesperson on a daily basis, and give us 3 things that could have been improved and their 3 highlights of the day after 10 minutes, its hard to do because this feedback tends to get more honest the better you recieve it – but it does help you tweak your program incredibly quickly – when you get to a point where the only improvements are break times, food, heating etc. then you’ve done the job from a training aspect… though don’t get complacent things can change awfully quickly

2. Successful Inductions
   Anna,

   Nik has come up with some great ideas. In addition you can agree some KPI’s (Key Performance Indicators) with the business and monitor against these.

   One company I use to work with we had specific targets with each part of the business (sales, , number of calls handled, quality etc) and we would only release the delegates into the contact centre once these targets were being achieved.

   Should you have any further questions, please feel free to drop me an email (neil@train2develop.com)

   Wishing you every success