Infusing Quality in Learning Interventions Design

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Infusing Quality inLearning Interventions Design

• George Katsouranis
• Senior Manager
• Learning Development

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A brief agenda

• A quick glance to Piraeus Bank Group
• Tools practices for learning design
• Food for thought

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A quick glance to Piraeus Bank Group
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A quick glance to Piraeus Bank Group

• Key Information and Figures
• Universal Bank with focus on high margin segments
  (SMEs and Retail Banking)
• Fourth largest Bank in Greece, grown both
  organically as well as through MA
• 12,357 employees and 744 Branches in 10 countries
• Successful management track record combined with
  young very well-trained workforce.
• Assets of 46.4 bn

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A quick glance to Piraeus Bank Group

• Strategic Financial Targets for the period 2007 -
  2010
• After tax profit from 435 mn in 06 to 1,2 bn
  in 10
• Sustainability of after tax ROE at 25 for the
  period 2007-2010
• Reduction of Cost to Income ratio below 42 by
  2010
• Improvement of NPLs ratio below 2.5 by 2010
• Branch network expansion to 1177 branches by 2010
  (360 Greece 817 abroad)

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Piraeus Bank Strategic HR Toolkit

• Identification of talents and personal
  development plan design

• Human Resources Planning
• Selection and Recruitment Tools and Policies

• Advanced Performance Appraisal Systems
• Coaching culture cultivation

ContinuousLearningand KnowledgeSharing
Attractingthe best ofthe Market
ActivelyManagingPeoplePerformance
RewardingPeople
Retaining andDevelopingTalents
Supporting Work LifeBalance

• Complete Training Curriculum
• Modular Schools and Academies
• Local Knowledge Sharing Initiatives
• e-Learning

• Competitive compensation and benefits program
• Attractive sales bonus schemes

• Support Policies, Wellness Programs

HR Metrics, Systems Internal Communication
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Who we are and what we haveLearning
Development in PBG

• A highly experienced and motivated team of 13
  people
• 5 Learning Consultants 6 Learning
  Administrators 1 Development Manager
• 50 Internal Experts - Trainers
• Our resources and infrastructure
• 2 main training centers and 4 regional
• 2 e-learning dedicated servers with Net
  Dimensions ekp 4.6
• PeopleSoft HRMIS
• Intranet pages

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Tools practices for learning design
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Basic tools practices for learningTraining
Needs Identification
Screening Prioritization
TrainingBudget
Draft Recording of Training Needs
New Business Initiatives
Screening Re-Prioritization
Action Planningtranslation
C
Training Program
F
Training NeedsEstimation
F
F
New Training Requests
Open line ofcommunication
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Basic tools practices for learning Course
design process
F
Training Request
Project Initiation Document
Project Approval Document
Initial Sponsor Approval
Final Approval
C

• Contents
• Business goals
• Intervention Objectives
• Our initial suggestion
• Draft project plan
• Initial cost estimation
• Resources needed
• Priority

• Contents
• Business goals
• Learning Objectives
• Success indicators
• Project metrics
• Project plan
• Final budget
• Project team members

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Basic tools practices for learning Course
design process
HRMS
Course Analysis Design Document
Blueprint Approval
CourseMaterial

• Contents
• PID
• Course Design Team
• Course Objectives
• Course detailed instructional blueprint
• Course Support issues

Course Deployment
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Basic tools practices for learning Course
design process

• Customer oriented approach
• Sponsor
• Communication loops
• Subject matter experts Best Performers
• Specific and measurable business and training
  goals
• Project team
• Sub teams
• Roles
• Deliverables

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Basic tools practices for learning HRMS Full
Scale Exploitation

• Full exploitation of PeopleSoft
• Process alignment
• Built-in workflows
• Multiple Control Points and Rules
• Large scale project deployment capacity
• Reporting

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Basic tools practices for learning Evaluation
of training value added

• Specific and measurable goals at the design stage
• Evaluators
• Delegates
• Instructors
• Supervisors / Managers
• Evaluation
• Level I for 90 of inhouse training activities,
• Level II for 50,
• Level III for selected interventions

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Basic tools practices for learning Evaluation
of training value added

• Recording of evaluations and active utilization
  on
• Quality improvement
• Reporting
• Redesign
• Design of additional supplementary interventions

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Food for thought
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Food for thought

• Processes vs Responsiveness
• Processes vs Resources
• Analyze - Paralyze
• Customers commitment
• Evaluation depth
• Smart Reporting
• Constraints on improvement

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Infusing Quality in Learning Interventions Design
Thank you for your attention at your disposal
for questions

• George Katsouranis
• Senior Manager, Learning Development
• Piraeus Bank Group
• t 302103288522 f302103288539
• katsouranisg_at_piraeusbank.gr