Training on Leadership Approaches for Improving Employee Skills and Enhancing Consumer Experiences

This presentation focuses on training managers on leadership approaches that can be varied to improve employee skills and enhance consumer experiences. It includes projected learning needs, learning outcomes, design of learning materials, strategic change plan at VA, successful implementation of the change program, and evaluation of training.

 Name of Instructor:………….
 Name of Institution…………..
 Date……………
 TOPIC: Training on leadership approaches
which managers can vary to improve
employee skills and enhance consumer
experiences
Introduction

Training: Learning Needs
Based on a case study of Virgin Atlantic, the following are the
projected learning needs:
 The reduction in number of passengers can be associated
with negative consumer experience due to lack of a
professional touch in the services offered at Virgin Atlantic
The training the focuses on exposing the managers on the
strategies that can be used to improve employee performance
and increase positive experiences.

At the end of the session, the managers are expected to:
 Define change and outline the importance of change
management in an organization
 Identify the various management approaches which can be
varied in order to improve employee skills, enhance the
quality of their services and eventually improve passenger
experiences.
Training: Learning outcomes

 Books on change management
 Research papers touching on the same topic
 Reviewed articles and journals
 Charts and presentations showing change models
 Organizational documentaries for (Virgin Atlantic
Airlines)
Design: Learning materials/ resources

 Change involves any transition or alterations in an organization’s
daily processes with the core aim of improving performance
(Dean, 2009).
 The change required at the organization is transformational.
 There is need for change in leadership approaches through better
knowledge dissemination to enhance employee skills (Grant &
Marshak, 2011).
 It can be achieved through staff training, exposure, effective
communication, reward and motivation
 Proposed change management models include: Lewin’s change
management model and McKinsey’s 7-S model.
Training: Strategic change plan at VA

 To achieve the change objectives, the managers need to:
 Establish the change strategy by outlining the key objectives and the problems to
be solved by the change (Anderson, 2013).
 Analyze the core system to ascertain whether they can support the change process
 Record the shared values to ensure the change strategy is aligned to them
(Anderson & Anderson, 2011).
 Note the organizational leadership style and adopt the one which is best supports
the change process
 Establish a change management team and enhance their skills through training
(Collings & Wood, 2009).
 Highlight the need for change and the urgency with which it should be executive
 Initiate the change process into the organizational culture
 Establish effective evaluation measures
Training: Successful implementation of the change
program

This can be achieved through:
 Recap of the key concepts discussed.
 Repeat definitions
 Open and interactive session to establish trainee
reactions
 Using tests and quizzes to assess cognitive gains
 Using performance analysis results from individuals
and organization to establish impacts of L & D
solutions on employee behavior and general
organizational performance.
Feedback: Evaluation of Training

 Anderson, J. (2013). The Lean Change Method: Managing Agile
Organizational Transformation Using Kanban, Kotter, and Lean Startup
Thinking. New York: Create Space Independent Publishing Platform.
 Anderson, D. & Anderson, L. (2011). Beyond Change Management:
Advanced Strategies for Today’s Transformational Leaders. San
Francisco: Jossey-Bass/Pfeiffer.
 Collings, D. & Wood, G. (2009). Human resource management: A
critical approach. Human resource management: 2(1), pp. 1-16
 Dean, C. (2009). RIMER Managing Successful Change. Australia:
Uniforte Pty Ltd.
 Grant, D. & Marshak, J. (2011). Toward a discourse-centered
understanding of organizational change. The Journal of Applied
Behavioral Science, 47(2), pp. 204-35.
References