Creating a measurable change in individual competencies and organizational capability.
At Chrysalis, Results-Based Learning™ is about driving measurable impact through concentrated capability building using the existing ecosystem in an organization. To create the right impact on organizational system, we define the strategic outcomes, success metrics, critical behaviours along with learning objectives. This creates an alignment between the learning strategy and business strategy, thereby brining in consequential shifts that over time creates a monumental impact – this is what Results-Based Learning™ is rooted in.
How we helped create an impact in Sales and Service Excellence
in Banking Services
One of the largest Banking organizations in India focused on traditional sales methodologies vs using digital platforms to drive CASA and sales. They were facing a challenge in striking a balance between service and sales.
We utilized our bespoke offerings to build capabilities year on year to develop service competencies. We leveraged the organization's internal tools and resources and interwove them with service and sales interventions to accelerate excellence.
The result was an increased usage of their digital tools, CRM, by 55%, and leading to an increase in sales performance by 26% in the next six months. The program became a part of career paths at various hierarchical levels for their organization. There was an improvement in learning at approximately 40% YoY.
How we helped build a culture of service excellence
in Financial Services
One of the largest players in the Financial Services space was struggling with driving consistent customer experience across their various business units. The units were working in silos and the employees had an inward focus only on their processes. They did not see how one process fed into the other and how the entire process flow impacted the customer.
First, we used our Learning Consulting practice to identify process, understanding, and behaviour gaps in the entire service delivery cycle. Then, our Performance Improvement practice created a common philosophy for service, brought it to life through mantras that were inculcated across the Organisation, and institutionalized servicing capability rooted in the reality of their business processes.
There was an awakening of service mindset across all levels in the Organisation. This led to the breakdown of functional and business silos. The entire organisation took a cohesive approach to make customer-centricity a part of the DNA. The CSAT scores of the Organisation went up to 86 from 74 within 12 months.
How we enabled leaders to deal with challenging times
in Manufacturing
The client was a blue-chip Organisation with a strong intrinsic focus on people. They were in a highly competitive industry which was facing challenges in terms of an unorganised sector, low material cost advantage, strong buying psychology that could not be moulded. The need of the hour was to energize their leaders to handle these new challenges - all without coming to cross points with the Organisational legacy.
Our Leadership Development practice focused on leadership competency enhancement. We understood what the business goals were and identified key focus areas for all managers. We created behavioural templates that would drive the right kind of leadership behaviour without compromising on the legacy value systems.
After the learning intervention, the team members of the managers reported back. They said their managers' style of leading them in the achievement of their business goals had changed and their behaviour was more enabling. The post program effectiveness as measured by the Organisation showed an improvement of 57%.
