As you could see from the video title, we are going to review how these concepts we have seen so far regarding organizational training and development, and how organizations work. This week's content is really designed to give you an overview of the implications of training and organizational development in organizations. Each of the components that we will be working on over the next few weeks will be fundamental in order to address the challenges that will arise in the activities we have to develop. But to delve deeper into this topic, it's important to consider real-life situations, just as we saw in andragogy; we have to start from practice, right? What is really happening in organizations? How can we see all these concepts translated? So let's go straight to a case. A company dedicated to selling houses, basically a real estate developer, has recently experienced a significant decline in customer satisfaction in its after-sales area. This decline is reflected in the satisfaction indicators, which have fallen from 70% to 50%. The company's management is concerned, as this situation not only affects the organization's image , but also impacts the performance of the sales team. As a result, customer referrals have decreased by 10%, which is preventing the sales team from meeting the expected indicator over the last 3 months. Now, let's move on to analyzing the problem. What is happening at this company? We are not seeing any impact on the company's image. Because? Low customer satisfaction can lead to negative reviews and a damaged reputation in the real estate market, which obviously affects the ability to attract new customers. What do they do when they want to buy a product? No, they look for recommendations, they look at the comments, they look on social media, and if they see negative comments, then obviously that's going to influence their decision to buy from that company, right? That implies a second element, which is the effect it is having on sales. The 10% decrease in recommendations indicates that current customers are unwilling to promote the company, which limits the flow of new customers and affects the achievement of sales targets. Especially in this type of real estate organization and in other types of companies, what happens is that many of the clients they attract are related to recommendations, and these recommendations are even rewarded . Like, if you bring me a client, I'll give you 10%, you'll earn a bonus, you'll be entered into a raffle, that's what happens between organizations. What is happening in this case? The customer no longer wants to recommend because they are angry with the company, and that leads to a lack of customers arriving through that channel. Companies, remember that you have indicators. Those indicators, especially in the sales team, are related to how customers arrive, right? Some clients come through recommendations, others through social media, and still others come directly to the offices. And in this particular case, it is seeing an impact on those customers who come through recommendations. Now, what would be the potential causes? They don't seem obvious, do they ? But could it really be that a lack of effective communication during the after-sales process creates problems in managing customer expectations? The customer may have a different expectation when going to buy a home, already seeing in the house that is probably not being resolved by the after-sales team. This is probably due to insufficient training of after-sales staff to resolve doubts or problems that may arise from the purchase, right? That's what we have in this case, isn't it? Now we are going to move it precisely so that we can carry out this process of training and organizational development. What do we have to do? Recalling what we just saw in the previous video, needs assessment, conducting surveys, interviews with customers and after-sales employees to find out what is happening. Remember that we won't achieve anything if we don't reach out to people. Who is having the problems? How can we identify a solution? People are the starting point. And once we have that clear, we can proceed to set objectives, right? Remember that these objectives must be based on the SMART methodology. There are other methodologies, but in the end they all seek the same essence: that they be specific, measurable, achievable, relevant, and time-bound, right? With these elements in place, we could now proceed to design the training program. In other words, if we identify that there is an issue in communication skills, we will have to train the staff in effective communication techniques and especially in the area of conflict management. What's happening with after-sales teams and expectations? Well, there might be a problem, and we need to know how to manage people. Therefore, we would also need to provide training in expectation management, training the team on how to establish and manage customer expectations from the beginning of the process. So, we would also involve the sales team here. What's going on? Suddenly the sales team inflated the price, and no, it's because this one is incredible and gives you a lot of benefits that sometimes when we receive the product it's not necessarily like that, right? So, as long as the sales team makes a more honest sale, it will also be easier to manage expectations for the after-sales team. How do we solve the problem, then ? Staff also need to be trained on how to proactively and effectively address and solve problems . This happens precisely in after-sales teams, because we need to work on problem-solving through this management of expectations and communication . That's why we can now implement the program and, once it's designed, develop a training schedule that includes practical workshops, simulations, and role-playing. That's where we need to use various strategies, and it will also be essential to involve company leaders so that they also participate in the training. This will allow us to foster a collaborative learning environment, and from there, once it is implemented, we can move on to impact assessment. Remember that everything you do within an organization must be measurable. If it is not evaluable, if it cannot be measured, it cannot be controlled. That's why the objectives had to be specific, because from there we have to establish clear metrics to measure the effectiveness of the training, the improvement of customer satisfaction indicators, the increase in recommendations and the fulfillment of sales objectives. In other words, periodic monitoring is also necessary to adjust the program as needed. If we are suggesting that there will be an increase in customer recommendations thanks to these strategies and that there will be less dissatisfaction, we would have to put it in percentages, in numbers. If we don't do it this way, we won't be able to measure the impact, and therefore the organization won't properly trust us . And the question is, what impact should all this have on organizational development? This has different impacts. We can think about organizational culture. We need to foster a customer-centric culture , in this case, where every employee understands the importance of after-sales service and its impact on the organization. It is also necessary to promote an environment where feedback is welcome and used fairly to continuously improve processes. It is essential that everything presented contributes to the development of the organization. However, training has a specific purpose. In this case, the focus will be on equipping employees with communication skills, expectation management, and problem-solving abilities. These skills should not only impact the company's indicators , but also transform the organizational culture, because by addressing these aspects, the company not only seeks to improve customer satisfaction, but also to strengthen its image and guarantee its sustainable performance in the future. This establishes a clear path to success, integrating training with a broader vision of organizational development. I hope that with these elements you have been able to understand how all of this applies in organizations through a real case. If you want to delve deeper into the topic, I invite you to review the readings for the week.