As trainers we have been tasked to increase our knowledge of Collections. We have come up with the following suggestions, but are at a standstill when it comes to measuring these activities.

Side by Side Observations – These should be conducted on a monthly basis in both the FE department as well as the BE department. A minimum of two hours per month (this can be a combination of the time spent in the two departments or if specific focus is needed in one department over the other, both hours can be conducted in that department).

Manager Collection Meetings – Attend at least one meeting a month. Ensure you are on appropriate collection distribution lists, so you are aware of the logistics of the meeting.

Collection Floor Meetings – if your collectuion center conducts monthly floorwide meetings you should attend.

Bridge the Gap – be sure to share any information that you have learned from any meetings with the rest of your peers within the training department. This can be done via e-mail or at a team meeting - you may chose what forum is the most appropriate and accommodates your training class schedule.

Review the weekly and monthly company publications - you are responsible for the information that is covered in these publications, so please review regularly.

Online Collections Operational Manual – familiarize yourself with this manual (actually READ IT), if necessary, print a copy off for to have at your desk. Reminder to check for updates online regularly and make sure you have the most current information.

Collection page on Internet – be sure to read this site periodically and be familiar with it.

Monitor calls - you should listen to at least 3 calls a month. If there are any discrepancies with how you train , discuss those calls with a team manager to ensure consistency (making sure you understand the procedures). This procedure is not so much a “monitor” for the collector as it is a tool to ensure consistency. The discussion does not have to be a lengthy one.

Observe/Shadow Call Quality Specialist – this should be done for 1 hour at least once every other month. Consider this as a “collaboration,” it is a way to ensure you are keeping up with any changes and helps to understand the business focus. You should also forward any concerns or discrepancies to the rest of our team.

Take/Make Calls – you should take/make at least 4 calls a month. You can do this by yourself, or partner with a sesasoned collector. This will not only help us as trainers, but will build amazing credibility with the Business.

Collection Industry – read industry magazines/publications. Be sure to make sure you are receiving any hand-outs, publications or notifications of changes in laws.

How do you currently measure other learning initiatives?

IMNSHO, the proof will be in the pudding. If these tasks directly link to some observable outcome, particularly if that outcome directly impacts some business goal, then you will see results. So, we have to assume there's some gap involved here (performance deficit or performance opportunity) where doing these tasks will somehow impact the bottom line performance and then the business goal or goals to which that performance is attached. In other words, if there's no performance impact, there's no real *business* reason (except for perhaps self-gratification which may improve morale) to do it.

Trainers are mostly asked to improve knowledge of business because business feel trainers:

- appear theoretical and not practical
- cant give ready linkages of concepts to work as it happens
- cant demonstrate how the concept would apply i.e. cant really handle a customer call but trains people in call handling

The output of a trainer is trained people, so i would measure whether 'trainees' feel good, can demonstrate knowledge and can can put the knowledge/skills to use, etc. If trainees deliver then the trainer has as well!

Would it really be of much use measuring whether trainers did really attend the meeting or listen to that call?

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Would it really be of much use measuring whether trainers did really attend the meeting or listen to that call?

Exactly. That's what I mean by "proof is in the pudding" and making sure that you're doing this for some specific reason that impacts the business somehow.

I think it's completely irrelevant to rate a trainer's performance on whether or not trainees report that they "feel good" unless that is a specific desired learning objective.

While I certainly spend a great deal of time ensuring that trainees are comfortable and prepared, I help trainees "leave their baggage at the door", and I focus on helping people find enjoyment in learning, I cannot control another person's emotions or reactions.