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Early in 2015, Vodafone UK introduced a mobile platform that radically changed their approach to both learning and internal communications across their Retail estate. The result had a direct impact on business.
The ambition was to change the way frontline employees learned and received content, whilst ensuring that the delivery was cutting edge, operational efficient, engaging and drove bottom line business results.
Fast forward nearly two years, and the results are startling. Vodafone now sees a direct correlation between the platform engagement and business results – on commercial, customer, operational and employee engagement metrics.
Challenges and goals
Prior to introducing the new approach, the core challenges that frontline retail staff faced were:
1. Inefficient learning: a classroom-first learning strategy meant that all learning had to be conducted away from customers and staff. The result was learning always cost large sums of money and caused operational strain on the business because of the need to backfill staff and ensure customer demands were met.
2. Ineffective communications: email through the management estate was the only form of delivering a message. Reliance on a store manager cascade led to a very inconsistent delivery method with minimal innovation in the distribution method.
3. Stores working in silo: frontline content is often the best, however, it was also “ring-fenced” to the store that employees worked within. There was a need to offer a simple and effective way to extract this knowledge from a store and broadcast it to the wider estate.
4. Consistent conversations and coaching: customer experience is at the heart of the Vodafone strategy. To manage this in store required regular coaching conversations to ensure that advisers were delivering the best customer experience possible and focusing on the most relevant commercial priorities.
A radical approach
Continuing to take a traditional approach to learning and internal communications would always deliver mediocre results. A new, radical approach had to involve combining both learning and communications together to create a blended platform. Employees were not mindful of whether the content was from an L&D or internal communications source – they just wanted the content to support them in their roles.
How Vodafone transformed learning
Download this case study to find out how Vodafone:
- Structured blended learning programmes: making the classroom count
- Changed internal communications with learning platform
- Improved performance through observational assessment and coaching
- Implemented rich analytics to inform the learning strategy
- Created an effective governance structure to maintain quality and consistency
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