Job ID
1695715793
Duration
6545seconds
Summary
- Start with Judy Holbrook from BiOps. Glenn Meltredder, who's with People Fit. Jerry Cranes is with the Leventon Institute. So you really don't need to hear from me. Thanks you.
- I'd like to see more contact between the sales manager and the clients. We get a lot of complaints about late deliveries. It makes the sales reps look bad and it angers the customers. We need to train our representatives on how to offer exceptional customer service.
- We need to separate the salespeople from the account managers. Asking someone to do both adds stress when they are working on a side they're not comfortable with. People will be able to spend 100% of their time doing what they're good at and enjoy. Here are the transcript.
- We have kind of a set up way to transcribe these that's about 600 words per page. We review it by two compare results, and whether the results agree or not. There's a number of validation check. We evaluate them, and then we link it back to benchmark.
- A project that was inside an organization, was sponsored by succession planning. It was a major telecommunications company. They screened 1200 director and executive director level people. Three out of 103% out of 150 people were able to move into leadership. The data is holding up very well.
- If someone has been underemployed for a long enough period of time, they start to become demoralized. How quickly does an organization have to move to move them through regression to get them to the higher job before they get frustrated and leave?
- I'd like to see more contact between the sales manager and the clients. We get a lot of complaints about late deliveries. It makes the sales reps look bad and it angers the customers. We need to train our representatives on how to offer exceptional customer service.
- We need to separate the salespeople from the account managers. Asking someone to do both adds stress when they are working on a side they're not comfortable with. People will be able to spend 100% of their time doing what they're good at and enjoy. Here are the transcript.
- We have kind of a set up way to transcribe these that's about 600 words per page. We review it by two compare results, and whether the results agree or not. There's a number of validation check. We evaluate them, and then we link it back to benchmark.
- A project that was inside an organization, was sponsored by succession planning. It was a major telecommunications company. They screened 1200 director and executive director level people. Three out of 103% out of 150 people were able to move into leadership. The data is holding up very well.
- If someone has been underemployed for a long enough period of time, they start to become demoralized. How quickly does an organization have to move to move them through regression to get them to the higher job before they get frustrated and leave?