General Services Administration, Federal Supply Service (FSS)
Customer Satisfaction Training Design and Delivery

As part of its effort to become the preferred supplier of products and services to the federal government, the Federal Supply Service (an entity of the General Services Administration) undertook a major customer satisfaction management initiative. It contracted HGM as a Sub-Contractor to a large consulting firm, to provide customer relationship management training to approximately 3,500 employees across the United States, who work in various areas such as procurement, marketing, and sales. This training project consisted of the development of a participant guide, tailored specifically to FSS, a pilot course, training delivery, and the creation of course exercises to enhance learning at all audience levels - Executive, White Collar and Clerical. HGM utilized various learning techniques, including Distance Learning, to reach participants nationwide and overseas.

HGM conducted an organizational assessment of the Income Maintenance Administration (IMA) to review existing Medicare and Medicaid work processes and practices, including financial and operational aspects. The team interviewed key stakeholders and process owners, and reviewed documentation to gain understanding of the current environment. HGM performed a limited review of the agency's quality and productivity management, organizational structure, staffing, and employee performance in the implementation of the TANF and AFDC programs. The team also designed a survey that enabled supervisors and employees to describe their current skills set and capabilities. Survey results were used to identify any gaps that existed between required and available resources. The workforce plan proposed strategies for closing skill gaps identified, such as recruitment, contract support, position reassignment, training, and attrition. HGM developed performance and quality assurance measures for the DHS by conducting benchmarking analyses between the District of Columbia and other States/Cities.
 

• Conducted Cost and Activity Analysis;
• Performed staffing/HR studies including workload analyses;
• Determined Management and Process Capabilities;
• Conducted Best Practices/Benchmarking Analysis;
• Developed Options Analysis; and
• Developed Organizational Transformation Plan.

HGM was a subcontractor to a large consulting firm, performing benchmarking, training, and development for the Pennsylvania Department of Transportation (PennDOT). PennDOT was unique, in that it maintained a multi-modal transportation network. PennDOT’s complex stakeholder base required a sharp focus on continuous improvement for delivering excellent customer services. PennDOT conducted a self-assessment, using the Malcolm Baldrige Quality Award (MBQNA) criteria, which revealed gaps in 5 key areas - including benchmarking capacity. As a result, PennDOT determined that building an organizational capacity through benchmarking would provide a continuous improvement tool for addressing gaps in other areas of the organization.

Several of PennDOT’s goals during the project included the development of its core competencies and resources via benchmarking in order to build a strong organizational capacity. PennDOT also needed to develop a strategic plan for systemic deployment - a way to ensure the successful implementation of these tactical plans on an enterprise-wide basis. To do this, HGM had to prepare the PennDOT teams at all levels in the organization, with knowledge and the right tools for successful benchmarking.

HGM supported the WSSC with a wide range of executive strategic planning and development. Executives were trained in strategies and systems thinking to build skills for greater leadership of innovative programs. HGM developed and delivered training programs for over 1,000 management and employees of the WSSC. The training included leadership, customer care, team development, team building, and employee 360 degrees high performance evaluation. HGM also performed several organizational development interventions and analyses to support change management organization-wide. Our team performed process reengineering projects and quality management projects for the Commission to enhance customer satisfaction and cost management. Our team provided subject matter expertise and hands-on support for the project with respect to continuous improvement, customer relationship management and systems integration.

UWI/Cupide

HGM Management and Technologies, Inc. (HGM), provided support through a Distance Learning Program to support the Caribbean Universities Project for Integrated Distance Education (CUPIDE), in its efforts to increase access to education and training opportunities. HGM was responsible for the development of the human resources within the region by enabling each university, individually and collectively, to develop and deliver quality distance education programs using Information Communication Technologies (ICTs). HGM identified existing, planned, and potential programs offered at a distance by Caribbean-based tertiary institutions; established tertiary level program needs common to the countries participating in the project, and described preferred learning styles of Caribbean tertiary level students and the implications for the development of electronically enhanced distance education programs.