Employee Coaching and Development

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Business success depends on far more than the ability to move products and services to market.  It requires the cooperation and coordination of every department and individual within an enterprise.

Behavioral operation excellence looks at the non-manufacturing side of the business; the areas of customer service, human resources, training, and coaching include behavior-based topics that can improve the overall operational excellence for your business.


MRC’s employee coaching and development training can be broken into three categories:

  • Customer Service – based on the Creating Stellar Customer RelationsTM model, a two-day, facilitator-led training program for frontline service providers.  The program goal is to help participants develop the mindset and skills of stellar service providers by identifying and applying behaviors that build strong customer relationships.  The workshop consists of four modules:
  • Reaching for Stellar ServiceTM provides the framework for the workshop and helps participants understand the role of the frontline service provider in delivering stellar service. Participants focus on using four key service qualities (seamless, trustworthy, attentive, resourceful) to evaluate and improve the service they deliver.
  • Caring for CustomersTM focuses on basic skills and techniques that help service providers meet customers’ needs in the human dimension.  These skills and techniques are based on the two principles of attentive, caring service: demonstrating interest in concern for customers and communicating the customer’s value to the organization.
  • Healing Customer RelationshipsTM focuses on skills that help service providers serve customers who are angry or upset as the result of a service breakdown. Participants learn and apply the HEAL process for service recovery: Hear out the customer, Ease the tension, Act to improve the situation, and Leave a positive impression.
  • Dazzling Your CustomersTM  explores how to surprise customers with pleasing and unanticipated “extras.” It focuses on applying three steps: spotting an opportunity to dazzle, considering the possibilities, and offering the dazzling action.
  • Human Resource – consists of onboarding with orientation programs, employee manuals, training, employee accountability with evaluations, creation of goals and metrics, and developmental, motivation and incentive plans.  Additional tools include employee assessments through IOPT.   Needs analysis and management coaching are also available in each of the topics listed above.
  • Leadership Training – this development program for supervisors and team leaders teaches essential skills for leading others in the workplace.

Who should attend – Employee Coaching and Development is applicable to any and all clients.

On-Boarding and Instructional Design


Building an effective staff and improving employee engagement begins with the onboarding of new employees.  And because it is much easier to start on the right foot than to redirect and encourage an employee who was never properly oriented, MRC offers training on the issues that are most important:

Creating an orientation program;

• Training programs, curricula, and schedules for new hires;

• Objectives, goals, milestones, and evaluations; and

• Job descriptions.

Poor orientation and on-boarding contribute to employee burnout and lost productivity. In order to prevent these problems, MRC helps you avoid making common employee on-boarding mistakes like failing to plan, moving too quickly, offering inadequate training, and neglecting follow-up.

Instructional Design

Instructional design—the basic foundation for onboarding, development, coaching, project work, and more—can benefit any type of business.  Manufacturers or service providers, large or small, MRC designs programs based on both broad, universal topics and client-specific ones.

Instructional design, however, means far more than designing instruction. It entails designing a system that enables employees to learn and do.  The components of this system, commonly known as ADDIE, include:

  • Analysis – the process of gathering data to identify specific needs – the who, what, when, where, when, and why of the design process.  What are the training goals and objectives, and what resources are available?
  • Design – provides the basic training foundation and structure.  The key output in this stage is the design plan, which develops the sequence and structure of the course.
  • Development – materials production and pilot testing.  The development phase begins to transition design toward the deliverable.
  • Implementation – content is delivered to the learners.
  • Evaluation – training meets the specific goals and objectives.

Training Within Industry (TWI)

Through TWI, MRC offers a dynamic program of hands-on learning and practice, imparting essential skills for supervisors, team leaders, and anyone who directs the work of others. TWI is an essential element of Lean and continuous improvement programs around the world, including the Toyota Production System.

TWI has a proven ability to:

  • generate cooperation and positive employee relations;
  • teach supervisors how to quickly and correctly train employees;
  • establish and maintain standardized work;
  • improve methods;
  • solve problems efficiently and effectively; and
  • create a safe work environment.

Job Instruction (JI)

JI helps supervisors support basic process stability (standard work). Stability comes through doing the same thing, the same way, across operators and shifts, yet in many cases processes are performed by a range of workers using different methods.  JI aids in the identification of the “one best way,” with supervisors then teaching the process that way to create a standard method.



Upon completion of the TWI program, supervisors will be able to instruct operators how to perform a job correctly, safely, and conscientiously.

Using a Job Breakdown Sheet, participants determine important steps and key points of any process used to demonstrate a method.

Training is delivered in a small classroom setting, in five two-hour training sessions with ample hands-on participation.

Who should attend

TWI is for small, medium, and large clients who seek to develop consistent training methods and trainers.

Why it’s relevant

JI includes effective methods to help employees quickly remember how to do a job, beyond simply “telling and showing” them.

Correct instruction includes preparing the worker, presenting the operation, encouraging the learner to try the task, and following up. The JI methodology will create a standard training process to accomplish this.

What’s in it for me?

With JI you gain the benefits of consistent training while developing a stable process to apply continuous improvement. This creates a solid foundation for any continuous improvement program, with the benefits of reduced training time, less scrap and rework, fewer accidents, and increased job satisfaction.

Leadership Training

Those attending MRC’s Leadership Training learn the essential skills for leading others in the workplace.  Participants learn to better understand how to develop self-confidence and be the best leaders they can be.  Course topics include:

  • Identifying and understanding communication styles;
  • Learning to work with teammates’ natural communication strengths and limitations;
  • Understanding how to establish credibility;
  • Learning how to adapt your own style to maximize effective communication and productivity;
  • Developing self-confidence, looking at common supervisor mistakes, and learning how to avoid them;
  • Understanding how to counter negative acts with a positive approach to discipline;
  • Learning techniques to manage any conflict situation;
  • Listening actively – concentrating, acknowledging, researching, using emotional control, sensing body language, and structure;
  • Identifying team barriers within all stages of the team cycle;
  • Managing emotional intelligence;
  • Maximizing work ethics of all generations;
  • Acquiring effective coaching practices;
  • Solving problems – addressing both the people and technical sides; and
  • Assessing change-management skills.

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