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Performance Planning Session

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Business Issue - The goal of all credit unions is to create consistent member experiences that drive sales growth, member retention, and profitability. These business outcomes are created one member connection at a time, through one frontline employee at a time, led by one manager at a time.

The challenge is creating enough "critical mass" of performance focus and excellence in the organization to ensure employees deliver the results needed. Creating and sustaining such predictable performance requires executives and a cross-section of all management levels to agree on the most critical sales, service, and management priorities on which everyone in the organization should focus.

Omega Performance’s Solution - The one-day, Omega-led Performance Planning Session enables the executive team to understand the criteria for creating a sales and service culture and work toward formulating the plan that will ensure the positioning of the brand promise at the point of member contact.

What Is Included

The Performance Planning Session begins with the disclosure of findings from interviews, observations, focus groups, mystery shops, and management meetings. From this current state identification, discussion moves to the vision for the "future" or optimal state that the senior team desires.

Through research, demonstrations, and video vignettes, participants learn the success factors for implementing member connections that create loyalty, promote referrals, and increase accounts per household and market penetration.

Best practice priorities are discussed in relationship to current standards and preliminary decisions are proposed for moving the organization forward. Steps are taken to reconvene after meetings with direct reports to solidify priorities for sales, service, and management activities.

Upon completing the Performance Planning Session, participants are able to:

  • Describe the business needs and performance improvements driving the need for clear sales, service, and management priorities.
  • Assimilate research about what members want at the point of contact in order to drive sales growth and member loyalty.
  • Describe what an effective member experience looks like and compare that to current staff performance.
  • Assess where the retail organization is currently on Omega's Member Experience Continuum.
  • Identify the factors that enable change within an organization, contrasted with the obstacles to success.
  • Describe the connections needed between themselves and their employees and the connections needed between their employees and their members.
  • Define priority actions and behaviors for all those in the "links to the member connection."
  • Define sales & service priorities for tellers and sales & service associates with focus on referrals and calls to members to assess service satisfaction and expand relationships.
  • Define management priorities for all levels of retail management with a focus on coaching and communications.
  • Decide on the minimum frequencies for chosen sales, service, and management priorities and on how best to phase in accountabilities.
  • Craft a compelling message to build commitment to the sales, service, and management priorities in the organization.