Targeting the Underlying Causes Brings Full-Goal Success at FMC Technologies
FMC Technologies provides advanced building systems that reduce building operating expenses, increase productivity and provide a safe, comfortable working environment. They deliver complete turnkey solutions to control: heating, ventilating and air conditioning (HVAC); energy consumption, building lighting, indoor air quality, metering and security. FMC provides board room to boiler room solutions and service for new construction, renovations and system upgrades.
They work with facility owners, architects, engineers, contractors and management companies to create innovative solutions tailored to meet the unique needs of their customers. Their primary objective is to design cost effective solutions that limit energy consumption, thereby reducing operating costs.
FMC Technologies had a goal to double revenue and increase profitability within the next five to seven years. The company had a plan in hand, but upon reviewing the three key focus areas, found below-average customer satisfaction scores and feedback noting inconsistent service and client-relationship management concerns. In order to succeed, FMC recognized that it needed to develop new mind-sets, skills, and behaviors throughout the organization.
A results-focused curriculum, designed with a tailored, action-oriented learning solution, targeted FMC’s quality and customer experience management objectives. Associates at all levels participated in one of three programs, based on their interaction with internal and external clients:
- Employees and leaders who extensively engage with external clients attended Strategic Customer Management, an immersive five-day experience exploring how to improve customer service and customer experience management as a whole
- Employees and leaders who engage with both internal and external clients attended the two-day Create Customer Success program
- Employees with internally focused roles attended a one-day Awareness program
Curriculum included information about the current state of customer satisfaction, how to improve customer service and each person’s role in delivering that service, and individual behaviors that each employee could own and act on to generate the desired culture shift.
Training Initiatives Lead to Customer Satisfaction
Within one year of the program’s launch, 20% of associates had completed training, including 60% of the customer-facing employees. At the same one-year mark, the customer satisfaction scores had already improved from -3 to +29.
This initiative worked because it aligned activities and strategy with FMC’s core business objectives, while focusing the specific curriculum with immediate, on-the-job application. Additionally, upfront buy-in from senior management ensured the continual reinforcement of key messages. By focusing training on the activities critical to helping achieve their larger goal, rather than focusing on the end goal itself, the company was able to set itself up for full success.
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