Catalyst and Knolskape are successfully conducting a high impact long term learning intervention with the sales executives and managers of one of the top pre-cured rubber manufacturing organizations in India. Catalyst and Knolskape were faced with the challenge of creating and delivering an engaging and impactful learning journey to significantly enhance the on-field effectiveness of the sales team in order to enhance the volume sales and customer loyalty of the company.
The project was implemented in the following phases
Phase 1: In-depth understanding of the need for the program and the competencies for the role holders
- Catalyst and Knolskape met the leadership team and had a detailed discussion about the need for running such a program.
- Further, the findings of the organization wide Training Need Analysis report was studied in detail.
- On field working and telephonic discussions with the sales executives and managers was carried out in various geographies to understand ground business reality.
Based on these steps, the focus competencies and the mode of delivery of the program was finalised. A total of eight critical competencies (behavioural and functional) were identified as key thrusts of the year long journey.
Phase 2: Design and Implementation of Learning Journey
Given the current context and business reality of the organization and the learner mindset, it was decided that the learning interventions had to be designed in a blended format with a mix of classroom learning, online interventions and on-field projects.
The competencies were divided into 4 buckets to be delivered across 4 quarters. Each bucket was to have a pre-assessment and post- assessment phase.
Each case study, role play, quiz etc was contextualised in the current business environment of the client organization and was totally customised. Simulations such as iLead, Build Your Business and Inbox Simulation were followed by ‘real life connections’ which made the learnings sticky. The program was not only highly engaging and participative, but also brought about clear learning and which was measurable and applicable.
Phase 3: Evaluation of Learning Journey and Impact measurement
The impact of the program was continuously monitored at an individual level every quarter and corrective action was taken mid-course as and when required.
- Learning impact was measured through the pre and post quizzes.
- Application impact was measured through a study of live case studies, role plays and action learning project.
Top learners and laggards were identified and learning experiences shared regularly with the leadership. The percentage of learners went up quarter after quarter and by the end of the third quarter, 93% of managers and 94% of executives showed a positive learning and application impact.
The results of quarter 4 are awaited but the client organization is keen on taking the engagement forward in the next year through more experiential and result driven learning interventions including app based learning, bite sized programs, video caselets etc.
“It’s play that makes us do serious stuff better”. That’s the philosophy on which Priti has founded The Catalyst.
Priti’s sales stint at Unilever in her initial corporate stint and her strategy consulting role at Accenture allowed her to have a deep perspective of how businesses run and she combined this with her entrepreneurial dream of running an immersive learning venture to start The Catalyst in 2009.