Speed to Performance at BNZ
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BNZ Enterprise Learning has redesigned its learning framework to accelerate staff competency. The framework focuses on core curriculum learning through onboarding, sales, service, technical, product and system training. It aims to build and maintain a core learning platform across all business areas, and develop a suite of credit and learning solutions to support new and existing staff. Key elements include formal resources, social collaboration, personal learning and on-demand options. Progress and proficiency will be measured over time to ensure staff reach proficiency standards within 6-9 months.
![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](https://image.slidesharecdn.com/bnzpresentation25-160224080826/85/Speed-to-Performance-at-BNZ-10-320.jpg)
Speed to Performance at BNZ
- 1. BNZBNZ Ent erpri seEnt erpri se Learni ngLearni ng
- 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
- 3. 2
- 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
- 5. working not working Busi ness case f or change 4
- 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
- 7. Experience gained Induct i on programme 6
- 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
- 9. 9 Learni ng Pat hway 7
- 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”
Editor's Notes
- #5: 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.
- #6: 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
- #7: 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.
- #12: Renetta to close