REW Training

Introduction

This outline presents the overall objective of the Culture and Camaraderie training initiative for REW. Included are details regarding training design strategy, training timeline, and the evaluation plan.

Training Objective

The purpose of this outline is to address the instructional needs presented by REW, the real estate and workplace mechanics division of Twitter. According to the specifications presented, REW’s six teams will be trained in behavioral standards, including a heightened sense of collaboration, altruism, and emotional intelligence skills. These knowledge areas will encompass newly implemented safety policies, guidelines, and procedures taking effect as teams return to an in-person, face-to-face professional environment in the aftermath of a global pandemic.

The client is requesting that all REW team members be trained in the areas mentioned in a latter section of this outline. Specifically, the goal is for team members to work together across disciplines in taking a more active role to identify best and worst practices in presenting a customer service-centric and hospitality state of mind in their service to REW and their tweeps.

Assumptions

We assume that a budget for this training initiative is already in place. We also assume that, given the specifications of the training presented previously, REW has the authority and option to request additional time and topics at an additional cost, should they deem this necessary. The next section will detail our proposed training design strategy and rationale for the structure of the program.

Training Design Strategy

One instructional model will be used to meet the training goals:

A Live, online scenario-based discussions about ways that team members can apply the concepts presented in their respective areas.

Theory

One of the main goals of the training is to help all tweeps become competent in the concepts of total customer service, emotional intelligence, and individual, proactive leadership. When taken together, the body of training modules could be seen as what an expert would know about operating with a hospitality state of mind in a technology business. This theory then argues for specific methods of making expert thinking visible:

Modeling: Case studies and real-world examples demonstrating tasks in action so team members can build a conceptual model of the processes and how it may be recreated successfully in their specific location(s).
Scaffolding: Carrying out the training in such a way that tweeps may build structures and foundations with the acquired knowledge from day one training commencement to its completion on day two.
Articulation: Allowing tweeps the opportunity to articulate their knowledge, reasoning, or problem solving processes.
Reflection: Allowing tweeps to compare their current or past processes with that which was just learned.

We feel that a combination of case and competency-based training sessions will allow us to effectively combine training methods and the transfer of the required knowledge within two, 90-minute sessions per participant. The sessions will seek to articulation, reflection, and exploration as well as interdisciplinary collaboration between REW employees.

TRAINING MODULES

Self-Awareness + Emotional Intelligence

Often the most discussed among the four quadrants of emotional intelligence, self-awareness creates workforce-wide benefits. Stress will decline and productivity will increase all through encouraging individuals to become more self-aware.

The greater their self-awareness, the more likely participants will improve their professional relationships and create a more fulfilling life. In brief, self-awareness has numerous benefits in the workplace, including self-control, reduction of poor habits, including tolerance and procrastination, and developing a positive mindset. As tweeps return to the office environment, self-awareness and emotional intelligence will come into play even more so than in recent times past, as the impact of the pandemic has changed how team members coexist, happily — apart.

Moving Beyond Expectations

Anticipating your customer’s needs is like a game of chess. The best players don’t just think of the very next move they have to make. They visualize what the next four or five moves are going to be, anticipating how their opponent will react to each move. Similarly, you should always try to be at least one or two moves ahead of your internal customers, anticipating what they might want or need.

Moving beyond expectations involves being in tune with your customer, getting them what they need before they even know to ask for it. It shows that you are customer-centric and you know how to strive to deliver an amazing experience.

Customer Service in Specific Job Functions

We’ve been trained to believe that customer service is a counter off to the side of a retail establishment, or a call center with ample background noise in a faraway country. Most frequently, customer service is someone else’s job. Imagine that it’s not a department or a function, but the role of every person, individually and collectively to bring the highest level of care and service to their work every day.

Learning how to listen with intention, react with reason, handle conflicts, maintain professionalism, manage issues that arise, respect in the workplace. Team members will feel empowered to participate in creating a professional environment with a heightened level of understanding and improved communications with the people you do business with.

Dates and Timeline

Training will commence the week of July 6, 2020.

Two 90-minute sessions each on two consecutive dates, for a total of four training sessions with online workshops scheduled both day and evening to accommodate global office time zones.

Investment

6 hours over two course dates, with content delivery and training ROI as outlined previously; total investment $10,000

Evaluation

Every training package we design includes an evaluation component. We will ask you to evaluate the program design and delivery: Did the training meet your expectations? Did it solve a specific problem or problems to the extent the timeframe allowed? What could we do better next time?

Conclusion

We believe that the training initiative as stated above will be the perfect mixture to handle the training needs of REW and complement the post-pandemic changes being rolled out globally. We hope to provide each team member with solid knowledge in the noted modules, and an understanding of how they can apply those skills in their workplace and business relationships, easily, effortlessly, and seamlessly.