Results of working with NESSE
We don’t count training sessions sold. We count what has changed in the client’s company: staff turnover, absenteeism, sales results, engagement. Below are the results of programmes delivered by NESSE trainers – in manufacturing, sales and service companies.
developing leaders and teams
long-term development programmes
participants in our projects
average participant satisfaction
Programme results
absenteeism in 6 months
A programme for production management. In addition, +18% operator retention.
How we measured it: Absenteeism: we compared the share of absence hours in scheduled working hours before the programme and after 6 months, in the same group, based on time and attendance records. Retention: the percentage of operators remaining employed over a set period, in comparable groups.
staff turnover in 5 months
A development programme for shift leaders.
How we measured it: We compared the leaver rate relative to average headcount in comparable periods before and after the programme, based on HR data. Both measurements used the same definition of the leavers counted.
response time to non-conformities
A programme to increase team autonomy.
How we measured it: We compared the time from registering a non-conformity to taking the first action before and after the programme. We used the timestamps in the incident logs, comparing events of similar category and urgency.
engagement of front-line employees
Implementation of Job Crafting in manufacturing plants.
How we measured it: We compared the results of the same engagement questionnaire before and after implementing Job Crafting. The analysis took into account the size of the groups surveyed and the response rate.
sales closing rate
A training series for the sales department.
How we measured it: We compared the share of won opportunities among all closed sales opportunities before and after the programme. The data came from the CRM, using the same definition of an opportunity.
sales profitability in 6 months
A development programme for the sales team.
How we measured it: We compared the sales profitability ratio before the programme and after 6 months. The calculation was based on financial data, taking into account changes in prices, costs and sales mix.
sales team results
A programme for sales leaders; staff turnover down by 21%.
How we measured it: Results: we compared the agreed sales performance indicator before and after the programme in comparable periods, taking into account seasonality and changes in team size. Turnover: we compared the leaver rate relative to average headcount in equal periods before and after the programme, using the same definition of turnover.
team effectiveness
A leadership development programme.
How we measured it: We compared the agreed team effectiveness indicator before and after the programme. Both measurements used the same quality criteria and took into account comparable task complexity.
retention of key employees within a year
A competency appraisal and career path system.
How we measured it: Before measurement began, we defined the group of key employees. We then calculated what percentage remained in the organisation after 12 months and compared it with the result of an earlier, comparable group observed for a year.
How we measure results
We start every programme by agreeing with the client on one to three business indicators and their baseline values. We measure them before the programme, during it and after 3–6 months – on the client’s data. We report each result together with the group size, the measurement period and what else changed in the organisation, so it is clear what is the effect of working with people.
Shift supervisors promoted from the line, rising absenteeism and operator turnover
What we measure
- short-term absenteeism in participants’ teams
- turnover in the first 6 months of employment
- number of escalations to HR and the plant manager
How
The client’s HR data for 6 months before and after the programme; we compare participants’ teams with teams waiting for the next edition.
Foremen on whom process safety depends
What we measure
- near-miss reports (an increase is a good sign)
- quality of shift handovers against the checklist
- results of behavioural safety observations
How
Audits by the client’s health and safety department using the same checklist before and after the programme, on shifts covered and not covered by the programme.
Lots of meetings, few orders, discounts eating into margins
What we measure
- offer closing rate
- average discount and margin per transaction
- length of the sales cycle
How
CRM data year on year (free of seasonal effects), separately for participants and other salespeople; plus observation of sales conversations using the same scorecard.
Large teams with high turnover and inconsistent service standards across outlets
What we measure
- mystery shopper results
- turnover in the teams of participating managers
- outlet sales plan achievement
How
We compare outlets in the programme with similar outlets from the next edition and show the difference between the groups.
Experts promoted to leaders, best people leaving
What we measure
- retention of key employees (list agreed with HR)
- questions about the line manager in the engagement survey
- 180°/360° assessment of leaders
How
The same tools and the same scale at the start and after 6 months; results only for groups of 5 or more people to protect anonymity.
Performance reviews as a formality, difficult promotion decisions
What we measure
- percentage of positions with an approved competency profile
- agreement between assessors rating the same example
- percentage of reviews ending with a development plan
How
A pilot with a selected group, calibration of ratings on shared examples and a usability survey for managers.
Baseline
Without a measurement before the start, we don’t report a result.
Percent or point
We always state whether a change is relative (%) or in percentage points.
Group and period
How many people, which teams, from when to when.
Other factors
We record pay changes, reorganisations and seasonality.
Client data
We publish it only with the client’s consent – and without the company name, if so agreed.
Project examples
Developing change leaders in 4 plants
A programme for 180 participants in four manufacturing plants – from needs analysis to implementation support.
Onboarding shift masters
An onboarding programme for new supervisors cut the adaptation time from 9 to 4 months.
Leadership programme for 120 people
A chemical company: competency matrix, action map and a management development programme.
Feedback culture in 15 locations
A project for over 200 participants with communication coordinated across the whole organisation.
Competency models – implementation examples
We help companies translate strategy and values into concrete requirements for people: competency definitions, levels, observable behaviours and assessment rules.
competencies for 14 job families
A matrix of corporate, leadership and functional competencies with 5 proficiency levels, linked to 3 career paths and job evaluation.
positions with defined requirements
A competency development management system: a dictionary, requirements in job descriptions and a pilot of self-assessment and manager assessment.
job descriptions with requirements
A competency and promotion matrix for manufacturing with a five-point scale.
competencies with a 5-level scale
Profiles for sales, quality and production manager roles, plus competency-based interview scenarios for recruitment.
coherent system of managerial competencies
Competency cards and a matrix linked to appraisal, bonuses, development, succession and recruitment profiles.
levels of core competencies
A model used to build a situational judgement test for candidates.
We also use competencies in assessment practice: we design and run Assessment and Development Centre sessions for manufacturing, energy, chemical and pharmaceutical companies.
What clients write in their reference letters
Excerpts from reference letters from the HR departments, boards and directors of the companies we work with – in the automotive, energy, technology, packaging and other industries (translated from Polish).
Thanks to our cooperation with NESSE, we are seeing greater managerial awareness, better communication and more self-confidence in our teams.
From our perspective, it is particularly important that the effects of the programme are also visible outside the training room. We see greater awareness of the leader’s role and the use of the working methods learned during the Academy in day-to-day team management.
We are pleased with the positive changes we see in the attitudes and behaviour of our employees, as well as the visible growth in knowledge and active use of the tools they have learned.
The effects of the training translated into higher competencies of our employees, which noticeably improved the quality of everyday work and cooperation in our company.
We are satisfied with the results of the training and the changes we see in the attitudes and behaviour of the participants, who use the tools they have learned.
We recommend NESSE – in our development activities we can count on creative proposals that meet our needs, professional delivery, timeliness and quality that translates into measurable results.
They strike the right balance between theory and practice, adapting their training tools to the specifics of the group and using participants’ real cases in the exercises. This translates directly into highly effective training and successful implementation of the skills acquired.
As a result, we received a programme designed around our real needs, not a standard training solution.
Particularly worth highlighting is how all the development services were tailored to the needs and strategy of our company.
The workshops also took into account the specifics of our industry, selecting exercises and training methods so that the knowledge passed on was as useful as possible for our employees.
Participants work on situations and problems they face in day-to-day team management, practise concrete ways of acting and share their experiences.
The trainers are able to combine subject-matter expertise with the realities of our organisation, so participants see a direct application of the tools in their work.
Some managers also took part in individual coaching sessions, which made it possible to develop solutions genuinely tailored to their needs.
As a client, we felt looked after, listened to and treated with respect – and at the same time we got concrete results.
At every stage of our cooperation we could count on partnership, flexibility and the high quality of the NESSE team’s work.
NESSE trainers stand out for their expert knowledge, excellent preparation and ability to create a friendly atmosphere that encourages learning and sharing experiences.
During the training they built excellent rapport with participants and passed on knowledge in an accessible way, skilfully combining theory with practice.
We value our cooperation with NESSE for its reliability, professionalism, attentive service, great flexibility and wide range of training services.
The quotes come from our clients’ reference letters – we have over 100 of them. We share the original letters on request – write to us and we will send them together with the contact details of the person recommending us, if they agree.
What participants say
“Honestly... the best training company and the best people I have come across in the training industry! I have worked with them in two organisations: as a young leader and later as a manager. They go for quality, not quantity!”
Training participant, LinkedIn review
“What did you like most? The interactive way the sessions were run, discussing the topics through examples, the atmosphere, the active participation of the whole group.”
Training participant
What result matters to your company?
Tell us what you want to change – we will propose a programme and a way of measuring the results.