2. BNZ Ent erpri se Learni ng Framework
FY15- 17
Core curriculum learning (Onboarding, Sales, Service, Technical, Product, System)
Learning Programme Reviews / Embedding Strategies / Evaluation
Grow the
business
Run the
business
40%
60%
Core platform established, maintained
and working well across all business areas.
Redesigned learning framework to accelerate speed to
competency.
Build up suite of credit and learning solutions to support
new and existing staff.
Refreshed, reinvigorated more relevant Inspire learning.
Focused training content that builds on customer touch
points.
1
4. Learni ng Frames
formal Resources
Social
Collaboration
Personal
Learning
scheduled On demand continuous
value
autonomy
Induction
Credit training
Role based learning
pathways
Sales Learning
Learning Hubs
LMS
SharePoint
Knowledge Base
Newsfeed
Adapted: Jane Hart – Learning in Modern Workplace 3
6. Bri ng t hem wi t h you…
Application of skills and
knowledge
Individual performance
Culture
Infrastructure
(structure, measurement
and processes)
Leadership Impact
(communication
and behaviour)
75%25%
Business Outcome
Harvard Business School
5
8. Social Learning
27
%
3% 19
%
16
%
25% 11
%
NOTE: Programme Percentages above indicate how the learning will be delivered.
This does not include additional support given by Learning Transfer Partners - TBC
Del i very Met hod
6
10. Proficiency
Time
[weeks]
0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48
50 52
BaseLine Proficiency Measurements
Performance Measure How it's measured Average Performance
Sales RIC 15 / wk
API RIC $8000 / Quarter
Lending RIC $3 million / Quarter
Cross Sell RIC 1.4 Sales Needs / Quarter
x
Graduation
x Average Proficiency 6 – 9
months
xNew
Graduation
ASAP Training On the Job
Graduation
Day
Proficient
xProficient by 6
months
Measuri ng Ti me t o Prof i ci ency
8Adapted: Learning Paths International
11. “The secret of change i s
t o f ocus al l your
energy, not on f i ght i ng
t he ol d, but on bui l di ng
t he new”
Hinweis der Redaktion
One of the challenges we faced at the start of our journey was being clear about what we were solving for. Changing the training to look like something else didn’t quite cut the mustard.
What we did know however was the importance of building a high performing sales culture that differentiated BNZ from the rest, to support our people to win business in a highly competitive and fierce market, to keep our customers from being enticed by other banks and reconnecting our people to ensuring that our customers are at the heart of every conversation.
Taking a blended learning approach was going to support us in creating the kind of culture we wanted at BNZ
Why it matters
A Harvard Business School study tracked the impact of leadership on sales results and found that infrastructure (organisational structure and processes) has approximately a 25% impact on business outcomes, however leadership has a 75% impact.
The research indicates that good leadership positively impacts on the culture of an organisation or team.
The culture that is fostered can either support or hinder the application of new or existing skills and the performance of individuals, which directly impacts on the overall business results.
Coaching and the ability to develop sales capability in your teams can positively impact sales culture and individual performance.
In addition establishing rituals and consistency in using tools and processes.
At the most senior levels in the business there is clear understanding of the role of capability and link to culture, results, customer experiences, staff engagement. Demonstrated through
Enthusiam across learning communities to connect, collaborate and share
Traditional model – based on high cost, high resource, high touch
Not keeping up with the pace of change in the business, high reactive
Not achieving outcomes – people are not operational at the end of learning and are not productive
Different levels of maturity across the bank
LD and business expertise out of balance
Heavy concentration on internal delivery
One of the challenges we faced at the start of our journey was being clear about what we were solving for. Changing the training to look like something else didn’t quite cut the mustard.
What we did know however was the importance of building a high performing sales culture that differentiated BNZ from the rest, to support our people to win business in a highly competitive and fierce market, to keep our customers from being enticed by other banks and reconnecting our people to ensuring that our customers are at the heart of every conversation.
Taking a blended learning approach was going to support us in creating the kind of culture we wanted at BNZ
Why it matters
A Harvard Business School study tracked the impact of leadership on sales results and found that infrastructure (organisational structure and processes) has approximately a 25% impact on business outcomes, however leadership has a 75% impact.
The research indicates that good leadership positively impacts on the culture of an organisation or team.
The culture that is fostered can either support or hinder the application of new or existing skills and the performance of individuals, which directly impacts on the overall business results.
Coaching and the ability to develop sales capability in your teams can positively impact sales culture and individual performance.
In addition establishing rituals and consistency in using tools and processes.
