CER TRAINING

ASSESSMENT

CER TRAINING

October 2025

Replay with L&D Team April 2026

prepared by: Amy A. Palmer

Today's Conversation

Let's take a look back over this past year, and apply our learning to the path ahead.

Review request for Training Summit

Give historical context for the Service Excellence team

Partnership & Collaboration

Discuss progress and hurdles

CUSTOMER EXPERIENCE VISION

To provide a Superior Customer Journey across every interaction, in a single contact and regardless of the customer touchpoint in a way that nurtures the customer relationship, improves loyalty, satisfaction, retention, demonstrates value, and creates competitive differentiation

'What is the best way to move forward with a best-in-class training experience for all cEr's?'

#why?

#goals

2024 Summary

resources used

This assessment and recommendation proposal was created using the following tools and resources.

Review of existing materials

In person interviews with key stakeholders

Review of current training plans for Canada and US

Written survey given to CSRs, Managers, Leaders & Supervisors

Current reality (2024)

Strengths

• Team members are ready and hungry for training.
• Key stakeholders are willing to contribute: there is consensus amongst leaders that improving this training experience is a #1 priority for the company in order to achieve retention and revenue goals
• L&D leaders have already built and created a program for the Customer Experience on the Canadian side using popular tools and platforms
• CSRs are open to more training and asking for more training
• CSRs are very appreciative of their buddy system / mentor approach to training

Current reality (2024)

Opportunities

• Inconsistent processes, protocols and resources
• Existing training decks for UCT have not been vetted for nationwide use
• Random training materials created, but not tracked
• Insufficient training resources for the US (2 trainers, vs 6 in Canada)
• Rely heavily on word-of-mouth training. Side by side observation & buddy system
• Disconnect between Customer Experience business center and Learning & Development department.
• Overall new hire CSR curriculum: no unified agreement that it is complete and sufficient. Misaligned with current business direction.

Read more

Summary of Survey responses

+ Best Elements

+ Biggest Problems and Challenges

Compilation of responses from CSRs, Leaders & Trainers

+ Best Solutions and Ideas for Improvement

2025 Summary

Current reality

Strengths

• STEP (Striving towards excellence program) team is a well-functioning, passionate and cohesive unit ~ team is showing renewed energy under Marykate's leadership!
• STEP has repeatedly been the catalyst for improved change resulting in more efficiency, cost-savings, and impact on retention.
• SME's and leaders have been generally willing and able to contribute and support efforts.
• L&D team member, (Sarah L. and now Jordan) have been an integral addition to the team.
• CERs have been open and receptive to more training
• STEP team has produced high-quality, comprehensive and effective courses.

Current reality

Opportunities

• The time it takes to standardize a process or protocol was underestimated in our initial assessment.
• Our pace of progress has been affected by the concurrent rollout of Superior Delivers and Fuel Forward initiatives.
• Impact of massive changes out in the field (on both the front line teams and the supervisors/managers), resulted in less bandwidth and energy to support a training program creation.
• We still do not have a comprehensive new-hire onboarding curriculum (currently in progress with new prioritization and uber quick progress). Further disruption has happened as a result of recent structure changes.

best news

A stellar Service Excellence team has been assembled consisting of instructional designers, subject matter experts, project managers and facilitators. Superior Delivers and Fuel Forward have been rolled out, and our path forward will be smoother than ever!

2024 recommendations Follow-Up

• Content
• Delivery
• Ongoing Development

Content

*Processes and procedures needs to be standardized and consistent as best as possible *Training tools and resources need to be created with an emphasis on supervisor / manager / trainer tools *CER curriculum defined- then matched up with existing content. Confirm accuracy and identify gaps and then it can be redesigned & uploaded to SuperiorU *SOPs need to be elevated: ease of use (naming conventions), fleshed out with customer service elements (conversation) and end to end process

Consistency & Accuracy is key

UCT request:

• Emergency SOP (quarterly and after a Flex leave)
• Cargas – new and improved or tip & tricks (Following any Cargas updates that we should be informed about when IS roles them out – and Spring/Fall
• Payments Methods (1x pymt, autopay, budgets)
• HEAP – Yrly/Fall
• PURL – Yrly/Spring
• Retention/Pricing & Promos – Spring/Fall
• Note Inquiries/Note Templates - Yrly
• Access to: Salesforce, Monitors, LUT, Pipeline, Cargas, Budget Tool, Teams, Sharepoint, PURL, Email Assist – (Flex returns)
• Rebills – Spring/Fall
• LUT – (Flex return and as Changes to format occur)

Priority List updated and adjusted in early 2025

Refresher* topics

Here are just a few of the topics suggested by the teams in Summer 2024.

Course progress

Live session feedback

Delivery

• Current foundation created by the L&D team for Canadian team is interactive and current, but they are currently making do with a variety of sources on the US side.
• Training should consist of eLearning via SuperiorU, Live Teams sessions for Q&A and guided discussion, 1:1 shadowing and hands-on practice (buddy/mentor system)
• Trainers need tools to support the shadowing and practice. Checklists for how to proceed, what to look for. Scenarios to use for role play.
• Anyone delivering training on a regional or national level needs experience as an engaging and effective facilitator and trainer.
• Support given for how to follow up & reinforce learning
• Trainers and Supervisors should be prioritized

#ideas

#input

#feedback

#teamwork

#growth

What does the CER team like?

#ideas

#input

#feedback

#teamwork

#growth

What doesn't the CER team like?

ongoing development

• Leverage existing team huddles / lunch and learns with prepared topics, perhaps delivered remotely by role

• Seasonal in-person team meetings with development. (Tools supplied to the managers to conduct.)

• Annual refreshers on key topics

• Micro-learning flash decks created for most critical topics.

Advisory Board

Goal: to gather feedback from key areas about courses we are building and delivering. Not only to create the best quality program possible, but also to foster buy-in across departments and gain support.

This was effective in the beginning, but members became too busy and weren't really able to prioritize or focus on what we were doing. We canceled the last couple meetings, and we haven't yet discussed a future plan/vision for using this resource. I do think it's an effective resource to assist in building the best program possible, however, we need to possibly rethink a) who serves on this board and b) how we utilize them. I recommend using CERs from across the company- maybe they serve on the board for 3-6 months so we can rotate them. But it would be an opportunity to really incorporate the front-line voice.

recommendations

5. Develop facilitators to deliver world-class sessions 6. Establish systematic approach to course feedback and evaluations. 7. Continue and expand the "Fueling Your Knowledge" series with flash decks for most critical topics. 8. Support "buddy system" and supervisor training.

1. Continue the process to complete a comprehensive CER curriculum (pace can be elevated)
2. Create an annual training plan / calendar
3. Implement Marykate's vision of a site that establishes the role and method of the STEP team.
4. Determine a blend of onboarding approach utilizing best practices from Canada & United States.

There is a disconnect between the business/ops/service organization and the learning/training/development organization. Trainers have been tasked with developing training without agreed upon processes and protocols. They are currently relying on various available resources that haven't been vetted. The training team for the US is understaffed. Defining and refining the "Superior" way is challenging as it is difficult to identify who "owns" the process. In many cases, there is a reluctance to make a decision or final call.

4th Qtr 2025 / 1st Qtr 2026

• Quickly developed a live, interactive, 10 day onboarding training for new CERs. Including use of online courses, guest speakers, homework and assessments.
• Created, refined, and implemented CX toolkit
• Developed curriculum and plan for fully independent onboarding training led by supervisor.
• Delivered 4 cohorts betwen November and January, training 195 new CERs.
• Delivered "refresh" cohort for legacy training: 36 members
• Created, designed, and delivered training program for brand new SIR role
• Provided courses, flash decks and other communication tools for various initiatives as they rolled out:
• Delivery Optimization
• Price Protection Plan changes
• Social Media policy updates
• Authentication and Verification changes
• Changes to ESI response card
• Designed overall Project Plan and Training Calendar within limitations of evolving company needs

#ideas

• Enhanced Hands-on Training: Incorporating more practical training activities, such as role-playing exercises, simulations, and real customer case handling.

• Standardized Training Program: Developing a consistent training program to be delivered uniformly to all new hires.

• Improved Communication: Enhancing communication between departments to ensure CSRs have access to the information they need.

• Updated Training Materials: Regularly updating training materials to ensure they reflect the latest company policies and procedures.

• Specific Role and Responsibility Training: Providing more comprehensive training on the specific roles and responsibilities that CSRs will perform daily.

• Increased One-on-One Training: Offering more personalized training sessions to address individual needs and questions.

#best

• Hands-on Training: Many CSRs highlighted the effectiveness of practical training, such as working with Cargas, shadowing other CSRs, and practicing agreements.

• Patient and Knowledgeable Trainers: Trainers were praised for their patience, knowledge, and availability to answer questions, making the training experience positive and effective.

• Clear and Comprehensive Training Materials: The training materials, including CSR flip charts and SOPs, were found to be helpful.

• One-on-One Training: Personalized attention through one-on-one training allowed CSRs to address specific needs and ask targeted questions.

• Supportive Team Environment: A collaborative team environment facilitated learning from peers and asking questions.

#challenges

• Inconsistent Training Program: Several CSRs noted the lack of standardization in the training program, leading to inconsistencies.

• Lack of Hands-on Training: There is a desire for more practical training activities, such as role-playing exercises and working on real customer cases, rather than just lectures.

• Communication Gaps: Poor communication between departments was mentioned, making it challenging for CSRs to obtain necessary information.

• Outdated Training Materials: Some training materials are not up-to-date, causing issues with familiarity with the latest company policies or procedures.

• Insufficient Role-Specific Training: The current program does not adequately cover specific roles and responsibilities of CSRs.

• Limited One-on-One Training: There is a preference for more personalized, one-on-one training sessions.

Professional development training ensures our employees are empowered to deliver the best service to our customers. A consistent training program allows us to define specific performance metrics tied to career progression.

To determine a holistic approach to elevate the training of customer interacting employees at Superior Plus Propane, leading to a world class customer experience and increased customer retention.