Case Studies

Case Studies


Our Client:

A large global transportation company enjoyed a great reputation for financial performance but attained low marks for employee engagement and productivity.

The Challenge:

The new Chief Executive Officer (CEO) had just taken charge of the company and needed to align his people to a new business strategy, build the desired organizational culture and enable his management team to take up the challenges of promoting the overall change in culture.

Our Solution:

ILS designed a comprehensive, integrated and customized approach to culture change and change leadership development, based on a thorough understanding of the business agenda, organization and the current state of leadership in the company. We worked closely with the CEO and his team to define the company’s DNA based on the CEO’s personal passion for open communication and excellence. This model explicitly described what is expected from leaders.

We then aligned the management team to collectively add value, in addition to their day-to-day management of their individual departments. We helped to clarify what the company now stood for, over and above its past focus on being reliable to customers and driven by the bottom line.

With ILS’s guidance, the company deployed intensive 360 Degree Feedback and coaching for individual members of the senior team, and conducted leadership and change management workshops for the leaders. These interventions had helped the leaders developed a clearer vision of the future, gained knowledge on how change impacts their own operation, and developed strategies to lead, guide and motivate their team members through the change.

The Result:

Our attention to measurable results helped to establish trust for everyone in the company. It is a good testimony of how specific change leadership behaviors can shape the preferred culture of open communication and excellence.

Our Client:

An aircraft engine overhaul facility joint-venture was formed between a world-renowned engine original equipment manufacturer (OEM) and a leading airline-linked maintenance, repair and overhaul (MRO) provider. The twinning of the two organizations has enabled the aerospace company to establish itself as one of the largest MRO companies in Singapore.

The Challenge:

However, the company landed at crossroads as it experienced challenges to manage its team culture and workplace effectiveness over the years. While the company has enjoyed much commercial success, it faced difficulties in handling disunited, complacent, and largely entitlement-focused employees. The management wanted to reinvent itself culturally in order to accelerate growth. These include challenging past practices and having the courage to express independent thoughts.

Our Solution:

ILS designed and delivered comprehensive and customized training interventions based on the company’s assessment of its current situation and its organizational goals and strategies. Working with the General Manager, we conducted series of meetings to align the leadership team on a strategic plan to implement the needed behavioral changes. With our recommendation, we then provided coaching, leadership, communication and relationship, and teamwork workshops across the board including the senior management. The designed roadmap was geared to improve communication, productivity, workplace safety and quality.

The Result:

Eight months into the initiative, towards the end of the training classes, the company achieved 17-23% improvement on key performance criteria as compared to their previous employee engagement survey results. The company recognized the ILS approach as a key element in establishing a culture of improved team performance with passion and commitment at every level of the organization.

Our Client:

A major healthcare organization that had several customer service training programs for its employees over the years.

The Challenge:

In spite of the many trainings conducted in the past, the client felt that the programs had been disparate and lacked focus. As part of the organization’s pursuit of service excellence, the management wanted to embark on a strategic training initiative to help improve the results of the customer surveys conducted by Singapore’s National Healthcare Group (NHG).

Our Solution:

ILS complemented our client’s effort by tailoring and training the frontline staff with WDA’s new Service Quality foundational program, “Provide GEMS Service” (PGS). We worked with the organization’s senior management team and engaged its staff in small and large focus group discussions to gain support for this training initiative. The inputs were synthesized and integrated based on the organization’s mission, vision, and values statements.

With ILS’s assistance, the company organized a thorough GEMS service delivery program to more than 200 frontline customer service employees for its initial phase. With the training program, participants were aligned on having the right service mindset as well as being molded to the desired service behavior through applying effective communication techniques to delight the customers.

The Result:

After consolidating monthly reports of tools used, such as ILS’s Behavioral Anchored Rating Scales (BARS) along with the use of mystery shopping, pre and post-training comparison showed an average of 23% improvement in staff service behaviors (i.e. grooming, respect, attentiveness and handling of difficult situations). Over and above, the organization that used to rank third amongst healthcare organizations, was placed number one on the “Patient Satisfaction Survey” conducted by NHG in 2008.

Through ILS’s expertise, the organization established a shared sense of identity and image, and gained employee commitment to continuously move forward on service training initiatives.

Our Client:

A local bank in Singapore tries to prevent the erosion of its significant market share by the aggressive inroads made by its foreign competitors.

The Challenge:

In benchmarking itself against some better-known foreign banks, the local bank decided it must make significant improvement in its customer service level. One element in this initiative was to improve the way its personnel provide customer service over the phone.

Our Solution:

ILS established the current standard of its service level versus that of key foreign competitors. This was done via an extensive quantitative research using mystery phone shopper calling in to both the local bank as well as to selected foreign competitors. The results of the research was compiled and used to fine-tune the training program focusing on both attitudinal and required competencies for customer delight. All branch managers responsible to effect this change at their branches were made to attend the training first and given guidelines to audit as well as coach their customer service personnel once the latter has completed their classroom training and returned to the workplace. After the managers, the customer service personnel were put through the face-to-face training which places heavy emphasis on skill practice at the individual level to ensure that each person has the opportunity to experience the new skill and receive feedback from both their peers and facilitator who collectively acted as important behavior mirrors for each participant.

The Result:

A mid-training quantitative research was conducted nine months after the start of the first training class. After tabulating the results, the comparison showed an average of 17% improvement in staff opening attributes during telephone service conversations (i.e. salutation, identify bank, identify branch or department, and give own name). Moreover, the intervention showed that there were significant changes in the service level from those branches whose managers diligently followed the prescribed process and took the effort to lead the change while actively conducting surprise audits as well as coaching to their staff. Today, the local bank enjoys the outcome of having its staff trained by ILS.

Our Client:

A well-known international courier company knows that to gain an edge in their highly competitive industry, it is of extreme importance that their front liners deliver a high standard of customer service.

The Challenge:

The management was therefore worried when they saw a marked increase in the number of complaints they received per month on their couriers. A survey was conducted on the customers and results showed that their couriers scored relatively high on grooming but low on product knowledge and customer service. They were perceived by the customers as rude and crude.

Our Solution:

ILS conducted pre-training interviews with the managers and supervisors of these couriers to gather more information as well as to establish the source of the complaints. To complement these interviews, ILS followed and observed a sampling of the couriers when they do their daily delivery. The results of the pre-training interviews and observation revealed that the couriers were indeed lacking in customer service skills. The results were then used to customize the training program focusing on understanding customers’ expectations and perceptions as well as the core competencies in customer service. Customized role plays adapted from real customer contact situations were also used to help the participants relate better. More than 300 couriers were made to attend the training which span over two and a half years.

The Result:

A post-training interview and survey similar to the pre-training were conducted to assess the success of the training intervention. Results showed significant decrease in the number of complaints received from customers. The couriers also found themselves to be more confident and better able to handle the difficult customers. Most importantly, they learned how to “see” things from the customers’ perspective and to deliver that “extra smile” to the customers!