MTR Corporation is a globally recognized leader in sustainable rail transport services and property development. We excel as a world-class operator of efficient rail transport services while actively engaging in property business ventures, with a mission of “keep cities moving.” In pursuit of this objective, our learning and development (L&D) department has been established to unleash the potential of over 17,000 personnel in support of the corporation’s success.

With millions of customers relying on our services on a daily basis, we recognize the significance of aligning front-line customer service standards to confront the challenges posed by rapid business evolution. To accomplish this endeavor, we have devised an effective solution called the “Train the Line Coach” (TTLC) program, which centers on cultivating a proficient team of line coaches who serve as knowledgeable resources and mentors, ensuring consistent service delivery and fostering positive customer experiences.

Roles and Responsibilities of Line Coaches

1. Mentorship and guidance: Line coaches serve as mentors and guides for front-line customer service reps, providing ongoing support, advice and encouragement. They act as a trusted resource for employees, helping them navigate challenges and develop their customer service skills.
2. Observing and assessing performance: They regularly observe and assess the performance of their learners to identify areas of improvement. They provide timely and constructive feedback, highlighting strengths and areas for development, and work collaboratively with reps to create action plans for improvement.
3. Setting performance standards: They collaborate with organizational leaders to establish clear performance standards and expectations for learners. They ensure that all colleagues understand and adhere to these standards, promoting consistency and a high level of customer service across the organization.
4. Motivating and inspiring: They inspire and motivate learners by recognizing their achievements, celebrating successes and promoting a positive work culture. They encourage them to take ownership of their customer service performance and empower them to provide exceptional service.

Content and Procedures for Line Coaching

1. Shadowing and observation: Line coaches accompany customer service reps during their interactions with customers to observe their performance firsthand. They provide real-time feedback and guidance, highlighting areas of improvement and suggesting alternative approaches when necessary.
2. Role-playing and simulation: They conduct role-playing exercises and simulations to practice various customer service scenarios. This can allow the reps to develop their skills in a controlled environment, receive feedback and refine their approach. Additionally, line coaches can also teach staff how to use digital tools like mobile applications, empowering them to provide comprehensive support and boosting their confidence.
3. Feedback and performance coaching: They provide timely and constructive feedback to reps, focusing on specific behaviors, communication techniques and customer service strategies. They offer practical suggestions for improvement and help them set goals to enhance their performance.
4. Continuous improvement planning: They work closely with reps to create professional development plans. These plans outline specific areas for improvement, set achievable goals and establish a timeline for progress. Coaches provide ongoing support and monitor customer service reps progress toward these goals.
5. Collaborative problem-solving: They engage in collaborative problem-solving with learners to address customer service challenges or difficult customer interactions. They help them analyze situations, explore alternative solutions and develop effective strategies to handle similar situations in the future.

Ensuring Timely Coaching Interventions

To address immediate improvement areas, field coaches must prioritize timely coaching interventions by:

1. Regularly communicating with customer service reps to identify emerging challenges and areas requiring immediate attention.
2. Acting promptly when performance issues are identified, providing timely feedback and coaching interventions to address the specific concerns.
3. Maintaining open lines of communication with employees, encouraging them to seek coaching support whenever they encounter difficulties or require guidance.
4. Collaborating with supervisors and team leaders to address critical performance gaps and implement targeted coaching interventions promptly.

4A Model: Alignment, Acquisition, Application and Advancing

Alignment: Addressing learning needs.

• Identify specific gaps or challenges in customer service reps that the program aims to address.
• Explain why launching the program now is timely, such as a new influx of customers.
• Engage stakeholders and align the program objective with organizational goals.

Acquisition: Equipping line coaches with coaching skills.

• Define the qualities required for field coaches and the coaching skills they need to possess.
• Design the training program with case studies, interactive workshops, role-playing and quizzes to provide practical coaching experience.
• Identify core field coaching competencies like active listening, providing feedback, goal setting and problem-solving.
• Incorporate interactive and experiential learning methods for participant engagement and skill acquisition.

Application: Driving customer service field coaching through line coaches.

• Outline the roles and responsibilities of coaches.
• Specify the content and procedures for field coaching.
• Ensure timely coaching interventions to address immediate improvement areas.

Advancing: Monitoring and sustaining momentum.

• Establish a support system for TTLC, including mentors, ongoing supervision and regular check-ins.
• Encourage coaches to apply their skills in real-life coaching situations and provide opportunities for reflection and continuous improvement.
• Foster a culture that values coaching and recognizes the contributions of TTLC in developing their peers.

Measurement and Evaluation

• Define metrics and evaluation methods to assess the impact of the TTLC program.
• Collect feedback from participants, coachees and stakeholders to gauge program effectiveness.
• Measure key performance indicators (KPIs) such as improved employee performance, increased satisfaction and enhanced team dynamics.
• Use evaluation results to identify areas for program enhancement, and make necessary adjustments.

Program Results

Since the establishment of this program, we have identified and trained 170 line coaches, equipping them with essential coaching and customer service skills to conduct field coaching. The training program has received overwhelmingly positive feedback, receiving an outstanding average evaluation rating of 5.6 out of 6 points in program evaluation. To ensure a comprehensive grasp of the key concepts, we implemented a post-course quiz, with participants achieving an average score of 90%.

These empowered coaches have made a significant impact by successfully training over 1,000 customer service reps resulting in significant improvements in customer service. The effectiveness of the program is further reinforced by the behavioral changes of the coaches. Notably, after receiving coaching, over 90% of reps demonstrated enhanced customer service skills. Moreover, 97% of coaches are now proficient in identifying and communicating best practices or areas for improvement to their team members, coachees or subordinates, thereby maintaining high standards of customer service behavior and performance.

One line coach said, “Upon the completion of the program, I am able to efficiently convert the line coaching skills in my daily work, and share my customer service experiences with my colleagues.”

A customer service manager also adds, “The TTLC program enables coaches to closely observe colleagues’ performance and provide personalized coaching, expanding the talent pool of our corporation and significantly enhancing training efficiency.”

Furthermore, in our commitment to monitoring railway station staffs’ service performance, we have successfully launched the quarterly “Mystery Shoppers Scheme,” which has achieved a remarkable satisfaction rate of 87.13% at Q2 2023, marking the highest level since the COVID-19 pandemic. We also further reinforce coaching effectiveness by inviting experienced line coaches to share knowledge with all of our participants in training.

Conclusion

In large-scale organizations, coaching is a crucial element in establishing and promoting a culture of continuous improvement. Coaching goes beyond simply providing knowledge and skills; it creates a supportive environment where individuals can thrive and inspire one another.

The impact of coaching is significant because it empowers individuals, drives engagement, and ultimately, enhances the overall customer experience. It serves as a powerful tool for people to influence and inspire each other, fostering a culture of learning and growth within the organization. By embracing coaching and adopting innovative approaches, organizations can thrive in the face of evolving challenges.