Learning in wholesale

1. What was the objective?

This workshop was originally delivered in 2021 and the client wanted to revisit the session and provide another opportunity for their staff to learn more about managing their workload, boosting their productivity and managing their workflow.

2. How did we do it?

The key learning areas in this workshop included understanding how to design productive working rhythms, how to juggle different workflow requirements and applying the ‘tiny habits’ principle to workflow management strategies.

3. How was it integrated and what were the results?

The learning was integrated through self-reflections, activities, polls, videos and other interactive elements in the workshop, linking back to participant’s roles at work. This meant we could encourage participants to think about their own jobs and how they can be accountable for their own time, productivity, and prioritisation at work.

1. What was the objective?

These professional development workshops were crafted to build the capability of all team members of Mattel in areas of specific interest to them. The sessions were designed based on the skills analysis completed by the Human Resources Team. We then matched this need with specific topics and practical activities to develop the required knowledge and skills.

2. How did we do it?

By delivering four workshops, we built a specific capability in each team member. Using the Three by Three approach of three-hour workshops, three topics to cover and three application tasks to build the behaviour, we kept the workshops short, sharp and relevant. The key learning areas we delivered were related to: Time & Priority Management, Presentation & Speaking Skills, Strengths & Self Awareness, and Resilience & Tenacity. The key with the three by three formula was the practical application of the learning. Therefore, all workshops were built with activities, strategies, collaboration and exploration as part of the approach.

3. How was it integrated and what were the results?

The learning was integrated through a series of activities and reflection points, where each participant needed to understand the relevance of the learning to their job role. This allowed us to make links between the learning and each person’s job role to support ownership and accountability to practical actions. Each person needed to ask: ‘What does this mean to me?’ and ‘How and when do I use the learning?’ The results were seen in how well the team members embraced the ‘tiny tweaks – big changes’ philosophy – one of the many mantras of the workshops.

1. What was the objective?

This program was designed to deliver learning that was needed, as seen in the 2020 employee engagement data. This approach allowed us to focus on key areas of capability that required development.

2. How did we do it?

With key capabilities like enhancing collaboration, driving accountability and assertive communication, the team participated in a series of workshops to zoom in on the skills required to build the capability. Using a hands-on learning approach through a series of activities, discussions and breakout sessions, each session was interactive and practical.

3. How was it integrated and what were the results?

Using a practical approach meant the learning could be immediately applied when back on the job. As an example, the ‘Six Thinking Hats’ were actively used as a result of the collaboration workshop. Also, the ‘above and below the line’ model was put into action as a result of the accountability workshop.

1. What was the objective?

To develop a culture framework for Stage II, capturing their core values and ways of working, distilled from the team’s input.

2. How did we do it?

We worked closely with the directors on what we needed to do to accurately capture the Stage II culture. We developed a survey for leaders and team members to examine their experiences and analysed the findings to determine major themes. We also ran workshops and meetings to talk through findings and draw out further insights that would inform our work.

We distilled these ideas to form the core values and ways of working that were drafted in a culture framework document. The Stage II Culture Framework captured the current experience of directors, leaders and team members, and was presented in a visually appealing way with a friendly, accessible tone.

3. How was it integrated and what were the results?

The culture framework was used as a ‘compass’ to guide ways of working and relating to each other at Stage II. It was used to guide new employees and to facilitate conversations with existing team members around behaviours and habits.

1. What was the objective?

Stage II wanted to develop a core group of high potential team members. Using an application process, the leadership team identified people that had a thirst for development and offered more value to the business. This program set each of the 12 participants up with tools they needed to perform at their peak and each person needed to achieve two personal program goals – like an increase in sales or a reduction in costs. The achieving of these goals provided instant Return on Investment (ROI) for the program.

2. How did we do it?

Over 8 months, we worked with 12 high potential team members. They participated
in group workshops focused on topics like ‘building the habits of high performance’ and 1:1 coaching sessions where we challenged each individual and helped them overcome personal challenges.

We adopted an experiential approach to learning with this group and took them on a field trip to visit other businesses to see ideas and innovations. We offered several game-based learning activities, including one activity where they learned how to play the violin!

We also used both a 360-degree feedback survey and Strengths Finder diagnostic to increase each person’s level of self-awareness. All of this was supported by regular online content via a social learning platform.

3. How was it integrated and what were the results?

In the workshops, we explored different tools and strategies that the group could implement into the workplace to enhance performance. One example is the ‘Communication Strategy’ which was focused on improving communication, collaboration and reducing friction between teams.

The team also set personal program goals developed around 4 pillars; Increasing Sales, Increasing Brand Awareness, Decreasing Costs and Enhancing Process. Each individual had to commit to and achieve these two program goals to impact performance and the business.

1. What was the objective?

Stage II wanted to enhance the customer experience with a focus on ‘making it personal’ and ‘long-term loyalty’. The program was about the team creating a series of ‘mini-habits’ that all customer service employees could live by and do, day in and day out.

2. How did we do it?

Through a series of workshops and supporting content, we took customer service employees on a journey to understand the impact they make – from the customer perspective. We journey-mapped critical touchpoints, empathy mapped the customers’ experience and brainstormed the habits we wanted to see from every person, every day when engaging with customers.

3. How was it integrated and what were the results?

The main integration tool was a ‘Customer Service Handbook’ that had 5 simple rules each person needed to follow. This handbook was the foundation for forming new habits and holding each other accountable. It was each person’s responsibility to make these 5 habits happen with further leadership about the habits coming from the Customer Service Manager.