Serco’s Local Government Teams are committed to delivering outstanding customer service while creating a workplace where every advisor can thrive.
We understand that traditional coaching does not meet everyone’s unique learning needs, so across our local government contracts we have adopted a holistic, bespoke one to one coaching strategy. Rooted in adult learning principles and shaped by a person-centred approach, it recognises that people learn, retain, and process information in different ways and at different paces.
Our workforce is cognitively diverse, including a wide range of thinking and learning styles, therefore, we ensure every team member receives personalised support to strengthen their skills, confidence, and performance. Designed from the ground up to be inclusive, adaptable, and performance focused, our approach guarantees that every colleague, regardless of learning style or communication preference, has what they need to succeed.
Challenge
In fast paced and complex customer service centre environments, employees are expected to continuously develop their skills and knowledge to maintain customer satisfaction and call handling efficiency. However, traditional coaching methods often fell short for our cognitively diverse workforce.
Standardised training materials and one size fits all approaches did not always match the varied ways in which people learn, process, and retain information. New skills were not always reinforced during live customer interactions, meaning they were not consistently applied in practice.
Monitoring, training, coaching and technology were often delivered in isolation rather than as part of a holistic development process.
Solution
We designed a holistic development framework with the individual at its centre, bringing together bespoke learning, personalised coaching, AI-enabled tools, and continuous feedback into one seamless cycle of support.
Each advisor begins with a tailored learning plan, designed around their goals, strengths, and preferred ways of processing information. This is grounded in Knowles’ principles of adult learning, ensuring that development is self-directed, relevant, and practical.
One to one coaching then builds on this foundation, using models such as GROW (Goal, Reality, Options, Will) and OSKAR (Outcome, Scaling, Know-how, Affirm and Action, Review). These methods help advisors clarify objectives, reflect on their current reality, explore strategies suited to their learning style, and commit to concrete, achievable actions.
AI and technology solutions are integrated into the local government contacts, providing real-time insights and instant feedback during and after calls. This ensures that learning is not confined to coaching sessions but embedded directly into live operations, allowing advisors to adjust and improve on the spot.
Accessibility is designed into every step and platform we use. From offering multiple learning formats (visual, auditory, kinaesthetic) and flexible pacing, to creating safe spaces for reflection and experimentation.
Learning, coaching, and feedback operate as an interconnected, continuous development cycle. Advisors learn, apply, receive feedback and reflect, being supported every step of the way. This integrative person-centric approach ensures that every colleague, regardless of how they think and learn, has the tools, confidence, and ongoing support to excel in delivering exceptional customer service.
Impact highlights
Our inclusive, person-centred coaching approach has created a culture where learning, feedback, and growth happen continuously, directly benefiting both our people and our customers.
What our colleagues say:
“I really valued having the feedback one to one. Listening back to my calls, both positive and constructive examples, made it clear where I had improved and where I could focus next.”
“The new approach gave me dedicated time to reflect on how I handle calls, especially the more challenging ones, and to think about how I could approach them more effectively in future.”
“It was useful to step away from performance meetings and have space to reflect on my own call-taking style. After the session I felt motivated to maintain high standards, and I appreciated the coaching style, it encouraged me to think about my approach without feeling criticised, which made the reflection process more constructive.”
The difference we see:
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Enhanced engagement and empowerment: Personalised support gives colleagues the reassurance and tools they need to deliver high-quality calls, even in challenging situations. Increases in autonomy and employee performance.
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New skills are applied faster in live customer interactions: Real-time feedback and practical coaching help advisors put learning into practice immediately, strengthening quality and improving customer experience in real time.
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A stronger coaching culture is embedded across the contact centre: Leaders and team members now engage in regular, constructive conversations that focus on growth, not just performance targets.
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AI-enabled feedback and bespoke learning plans ensure continuous improvement: Technology and tailored learning work together to create an ongoing cycle of development, helping skills stay sharp and relevant.
Conclusion
By embedding structured one to one coaching, adult learning principles, and reflective practice into our contact centre operations, we have built an inclusive and high-impact development framework that puts people at the centre. This approach has empowered colleagues to take ownership of their growth, strengthened service delivery, and fostered a supportive, learning-focused culture.
Looking ahead, we will continue to evolve our programme by refining our methodologies, introducing peer-to-peer coaching, and leveraging further digital and AI-enabled capabilities to ensure continuous improvement and we positively impact a better future.