CASE STUDIES

Healthcare industry

Region: World

Mission : bring customer mindset to staff, improve internal sales, reduce turnover of staff

Client Background & Challenges

The client is amongst the world’s 5 largest prescription drug companies and employs about 120,000 people of which, 4000 are part of the internal service delivery team set to relieve employees of non-essential tasks and manage internal logistics. The Client’s objective was to train and develop these Business Services talents, and not outsource activities by creating internal service excellence centers.

The client sought to enhance the soft skills of their employees The goal was to ensure a consistent level of excellence in customer service, establishing it as a recognized standard across the company and eliminating the need to look for services outside the company.

Solution

  • The overall objective of the program was to take away supporting tasks from valued individuals so that these team members could concentrate on their main tasks and, therefore be more productive, and more creative.

  • We developed a 4-themed training solution for the Global Business Services team, representing 1800 trained staff members concentrating on the company’s values of  Care, Connect, Simplify, and Deliver.

  • We proposed a two-phase training. The first phase focused on mindset change. The second phase concentrated on professionalization, brand identity, personal skills, and change management.

  • By concentrating on simplifying internal procedures, we helped give back valuable time to all participants in the internal customer journey.

Achievements & Value for the Client

  • The development program focused on personal development. Following an internal survey, 85% of the trained staff were very satisfied with the format,  concept, and results of the development program. This was the first personal development program ever implemented for the company concentrating on developing personal skills and attitudes.

  • As a result, the Business Services department went through a transformation in terms of their own objectives, motivation, and service offering effectiveness. Critical internal departments such as R&D limited their outsourcing requests and the internal costs decreased because of the improved levels of internal service delivery.