Training & Development

An organization’s most impactful assets are its employees. As valued resources, they keep everything moving. Employee training and development can be the key reason a business succeeds or fails.

YRC – Overland Park, KS (Western Group – Corporate Trainer) – Open Lock Sales Training

Our group was recognized as one the best transportation sales training programs. It standardized the sales methodology, concepts, and techniques that were easily transferred and absorbed by the participants.

Its objectives were to develop an effective planning process, assess prospects opportunities, and understand the effects in both service and cost that would be identified by their prospects or clients.
I provided consistent follow up by making joint sales calls, debriefing each sales call as to the actual performance against the desired performance, created action items, and added polish to their follow-up projects.
The “Fit/Strength” model was implemented in their current accounts and targeted prospect to understand what accounts represented best strategy in growing their sales territory.

YRC – Overland Park, KS (Western Group – Corporate Trainer) – DuPont Safety Leadership

Dupont Corporation has been a leader in industrial safety and they developed customized training for YRC to address the safety profile of the transportation industry. We trained and implemented a proactive safety awareness program and clearly identified roles, responsibilities, and accountability.

Corporate and terminal leadership needed to provide evidence they embrace the 12 components of an effective safety program.
As a skilled onsite change agent assigned to help build a culture in every facility and understanding that every accident is preventable. Our operational competency and hands-on experience help to bring awareness and individual responsibility.
We performed random site visits to validate a leadership commitment to a culture of an accident-free workplace.

YRC – Overland Park, KS – Corporate Trainer – Performance Management Training

Performance Management is a system for clearly defining expectations, processes for effective feedback, and strengthening the employee’s interpersonal skills. The training educated employees on the model of performance, the key components of the performance chain, and taught them how to analyze employee performance that falls below the expectations. A 2-day workshop of twelve terminal/regional employees where the “Tell-Show-Do” model was used to deliver effective performance change.

Supervisory Manager Job Model Development – Standards Attainment
Performance Management Chain – Performance Analysis for Developing Strategies
Performance Management Chain – Performance Analysis for Developing Strategies
Identified Statistical Top Performers – Recognition
Identified Statistical Low Performers – Development Plan

YRC – Overland Park, KS – Corporate Trainer – Labor Relationship Training

This was advanced training in YRC performance management program which bridged the adaptability within a unionized environment. This Managerial training was customized to fit in any environment for measurable improvement in performance and labor relations

The training developed consistency within the workplace, and provided a clear understanding of the Union’s bargaining agreement.
Competency improved the handling of grievances, and most importantly, improved the process for communications and documentation for delivery effective accountability.
Assisted in local terminal employee situations that required consultative support by leveraging access to human resources, VP of labor relations and regional and divisional support.
Corrective action was more effective and consistent and aligned to the company standards

YRC – Overland Park, KS – Corporate Trainer – Regional Operational Training

We developed a system for terminal site visit to capture skills and knowledge profile and allowed the compiled data to be leveraged to create a regional training strategy.

It also secured the necessary approval and developed an implementation schedule that was in sync with targeted terminals.
The data quantified the opportunity to improve terminal KPI’s and bring consistency to the terminal long-range performance goals. We developed a data collection worksheet by location that profiled management staff and created a competency index.
Through observation of the process, we assigned a subjective numeric performance rating of the terminal supervisory pool and identified the target training and individuals whose performance could be directly improved from classroom and one on one training.
Instilled job competency, confidence, consistent decision making, and individual effectiveness.
Delivered stability to the supervisory pool by lowering the turn-over rate.
Our efforts saved $150,000 annually by reducing redundant travel, reduced shift replacement coverage, and improved terminal performance in productivity. It also reduced labor grievances and added consistency to front-line KPI achievement.

Yellow Freight System, Inc. – Workout Facilitator

I was recruited as one of five employees in the western division to facilitate cargo-claim reduction programs through the workout methodology. I was nominated for competency, leadership, and capacity to grasp the concepts and effectively facilitate a workout session.

We rolled out the GE “workout” process of leveraging the subject matter experts (SME) to work through the root obstacles, ranking their impact towards claims frequency and paid expenses and developing effective solutions that could be implemented smoothly.
We trained with workout consultants in regards to facilitation techniques, action plans, and steps in effective accountability.
Five targeted terminals were identified as a source to create a strong improvement model to be implemented system wide.

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