Creating a Training Strategy and Evaluating Effectiveness
Creating a TrainingStrategy and EvaluatingEffectivenessEdited by Brad Cleveland and Debbie HarneContentsDeveloping a Call Center Training Strategy . . . . . . . . . . . . . . . . . . . . . . . . 1Drivers of Call Center Training Requirements . . . . . . . . . . . . . . . . . . . . . . 5Identifying Training Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Aligning Call Center Training with Organizationwide Initiatives . . . . . . . 11Evaluating Training Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Reference Bibliography.
Many managers wisely use a return-on-investment (ROI) model to decide when training is appropriate. While ROI is an important tool in making training decisions, it should not be the sole deciding factor. For example: • Some essential training programs expect a negative ROI (e.g., health and safety programs and government compliance issues).
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