This Fortune 500 Financial Services organization has a common challenge: hiring, retaining, and developing a large population of frontline employees. To leverage the impact of the frontline employee segment on business results, the management team was tasked with developing a comprehensive performance initiative over a three-month period.
• Frontline employees lacked initiative in problem solving and goal setting and were frequently waiting for management or others to direct their development
• Leadership candidates were unprepared to assume next-step leadership roles at the conclusion of the promotion cycle
• Time, energy, and resources were unnecessarily wasted onboarding and retaining employees
• The company’s current performance was the result of their frontline employees’ level of engagement and investment; they needed specific “how to” training that would address self-discovery and individual buy-in
• The company deployed the InsideOut Breakthroughs program with their coaches group, frontline supervisors, and frontline account managers (phone agents)
• Overall engagement increased and employees reported feeling a sense of ownership over their own development
• Managers noted a decrease in issue escalation and an increase in dual ownership and responsibility over tasks
• Growth and development of the organization’s “bench strength,” (i.e. the ability to fill open management positions with ready-to-lead candidates)
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