Summary: The client asked Actio to envision and build an entirely new employee training experience to support the implementation of a new cash handling automation platform.
The bank decided to modernize and implement a new large-scale branch technology platform. The shift was massive. Concurrent with the rollout of the new platform, the client also chose to overcome numerous long-standing training challenges.
They envisioned a flexible, multi-modal blended learning approach but didn’t know how to build it, deploy it, or overcome organizational inertia standing in the way. Unfortunately, the client’s entrenched delivery model, processes, and infrastructure supported only instructor-led training.
On top of that, training had a reputation for being inconsistent, outdated, and often poor quality. In one example of inconsistency, training delivered in existing locations varied from the training provided to new branches, resulting in significant disparities in performance, quality, and business results. In addition, massive slide decks were the rule, emphasizing knowledge acquisition rather than training for job performance.
Training often missed critical strategic windows because the organization waited to deliver a course or curriculum until the correct number signed up were hired.
Unfortunately, the client’s L&D team had little direct control over the technology implementation process – and the technology team, following the agile model, left very little time in the schedule for training tasks. As a result, L&D had to design and develop solutions parallel to system development and testing activities.
Lastly, the client recognized that new hires and existing employees needed specialized support during their transition to the new system but wasn’t sure how to design and organize the modules to maximize opportunities for content reuse.
Given these challenges and others, the client aimed to design an entirely new training approach and simultaneously assemble a hybrid development team consisting of their internal L&D resources and Actio’s team of performance consultants, learning strategists, and instructional designers.
Actio focused on a training solution to optimize training effectiveness and performance results. We created a modern blended learning approach differentiated for three audiences: existing employees going through the system transition, new hires transitioning into an existing branch, and new hires joining a new branch.
We collaborated with IT to design training as they developed the technology platform, simultaneously creating three integrated programs to maximize training reuse for the organization. The programs included:
System Transition Training: Actio first designed learning strategy and role-specific transition roadmaps for incumbent employees, aligning to the organization’s business goals and simplifying the development process. As part of the solution, we developed eLearning modules, whole-task practice activities that employees could complete while performing regular job duties, and job aids to support them while on the job.
New Hire Training for Existing Branches: Development Maps promoted a consistent, high-quality training experience across 340+ company branches worldwide. Instructor-led training blended with eLearning and coaching targeted specific knowledge and skills needed to perform. We infused training with high-impact, high-value authentic, whole-task practice and performance assessments (skill observations).
New Hire Program for New Branch Opening (NBO): NBO and existing branches used the same Development Maps to ensure a consistent, high-quality training experience for employees in new branches.
The final deliverables for this large-scale custom content development project included 250+ online resources, 88 eLearning courses, and a Coaching Toolset. Actio completed the project on time and budget, reducing overall training development and maintenance costs for the client.
This firm has the distinct honor of serving over 10 million members globally and is the world’s largest credit union. As a member-owned and not-for-profit organization, this firm always puts the financial needs of its members first. It employs more than 22,000 people and has a global network of 344 branches.