Issue link: http://www.e-digitaleditions.com/i/94708
Thought Leader Driving Efficiencies For Magdalena Slone, the key to a successful company learning programme is a three-step process. First, clearly identify learning and business objectives and how they will be measured upon completion of the training programme. Second, figure out what the employee already knows through the use of assessments. And lastly, (when available), use market research to validate performance on a continuous basis. By following this circular approach, Slone has been able to keep costs to a minimum, while delivering results- oriented learning solutions at Chevrolet Europe where she has been the European Training manager since 2007. Slone is responsible for managing Chevrolet Europe's retailer training programmes for sales consultants, service/parts advisors, and technicians across its 2,000 dealerships. And the numbers get even more impressive: More than 100,000 training days in more than 21 markets and 19 languages have been completed during her tenure. Chevrolet Europe develops one Pan European streamlined curriculum for its sales consultants, service technicians, and service/parts advisors after conducting a needs-based assessment. "To develop successful courses you must get the local buy-in via the training steering committee, have local subject-matter experts provide the content, and get the support of senior management. This combined with effective internal and dealer communication ensures success." Assisting in her learning vision for Chevrolet Europe is Raytheon Professional Services, a learning programme provider based in Rüsselsheim, Germany. "The main reason we outsource is for efficiencies, standardisation, and cost reductions," she explains. "We offer one centralised approach to development and deployment. This allows us to have one consistent message, reduce execution time, and complexities, while getting good value for our investment" She also points to Raytheon's help on one of their biggest challenges: Having to manage curriculum in more than 19 languages. "Raytheon continues to translate and localise our learning management system," Slone says. Recently, Chevrolet Europe has invested in assessments for both sales consultants and technicians on a Pan European basis. "Assessments [44] HRO TODAY GLOBAL | FALL 2012 Staying Ahead The increasingly educated internet savvy customer is keeping Slone and Chevrolet Europe on their game. Buyers now come into dealerships armed with knowledge gleaned from manufacture web sites, auto magazines, e-articles, competitor sites, and Internet blogs. "The dealership experience must be managed well as it is a one shot chance to make a sale or not. The challenge is for the sales consultants to keep up with the consumers' knowledge about our cars and competitors offers while focusing on building a relationship." Slone has taken this challenge and made it an opportunity. Chevrolet Europe's new curriculum includes a course strictly on the use of the Internet, for sales consultant employees to experience the journey that a customer takes prior to entering the dealership and how a customer 'travels' through the sales funnel. "This course allows sales consultants to view the most common web sites customers use such as third-party sites, blogs, competitor sites etc." Sales people can better understand what kind of information they can share with the customers who have already done their research," she says. "[This way] they can build value and credibility with customers." Slone is also trying to capitalise on the informal learning that is done on the job and translate it into formal, captured learning. Leveraging the iPad allows dealer staff to view computer-generated images of models, and do "virtual walk-arounds," to further cement their knowledge of the vehicles. "If done well, sales consultants and service technicians could use the tablets to share the images with customers to clarify a repair or seal the deal." Working in training allows Slone to have a broad view of Chevrolet's business priorities in both sales and after sales. "I always strive to provide better learning solutions year after year, while keeping up with Chevrolet's continuous growth in Europe." How Chevrolet Europe's training manager is speeding up its success. By the Editors are key to identify where refresher training is needed. Results are tracked by market, allowing localised solutions from existing curriculum," she notes.