Training that brings results - how to transform strategy into real business results?

1. Training that brings results- how to transform strategy into real business results? PaulBrabazon – GE Money Bank Polska Peter Strupp – AchieveGlobal Polska Kongres Kadry, October 2007

2. Agenda • Introduction: speakers & companies • AchieveGlobal approach towards successful change implementation • Group exercise • “Happy2Help” – objectives • “Happy2Help” – successful change implementation process • Results • What’s next? • Q&A (Polish and English)

3. About us GE Money Bank Polska • Part of GE corporation, offers financial solutions to over 118 million customers, across 50 countries worldwide • Leading provider of mortgage, car and consumer loans • Established on 30th December 2004 as a result of the merger of GE Capital Bank and GE Bank Mieszkaniowy • Customer base exceeding 3 million people • Employs almost 4000 people AchieveGlobal • Worldwide leader in training and consulting • Global network in 44 countries • Partner of 90% of Fortune 500 companies • 40 years of research and experience • 13years in Poland • Ultimate expert in sales, customer service and leadership

4. AchieveGlobal clients include:

5. Compellingreason ClearVision Leaders demonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems Compellingreason Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Compellingreason What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Compellingreason Leadersdemonstratecommitment KnowledgeSkills ProcessesSystems ClearVision Compellingreason Leadersdemonstratecommitment ProcessesSystems What’s in it for me? ClearVision Compellingreason Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills AchieveGlobal Change Model SEE IT OWN IT DO IT

6. Group Exercise • 6 group discussions – will people be thinking, if: • clear vision is missing? • compelling reason is missing? • leaders do not demonstrate commitment? • the “what’s in it for me” factor is missing? • knowledge and skills are missing? • processes and systems are not in place? • Results and conclusions based on the discussions within groups

7. SEE IT OWN IT DO IT Compellingreason ClearVision Leaders demonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems Compellingreason Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Compellingreason What’s in it for me? KnowledgeSkills ProcessesSystems ClearVision Compellingreason Leadersdemonstratecommitment KnowledgeSkills ProcessesSystems ClearVision Compellingreason Leadersdemonstratecommitment What’s in it for me? ProcessesSystems ClearVision Compellingreason Leadersdemonstratecommitment What’s in it for me? KnowledgeSkills AchieveGlobal Change Model It’sSuccessful It’s not permanent It’s not urgent It’s notimportant It’s notworth it It’s notpossible It’s noteffective

8. Happy 2 Help – objectives AchieveGlobal • Get everyone involved in the process • Surpass planned expected qualitative and quantitative results • Ensure lasting impact • Re-affirm high quality and effectiveness of our actions GE Money Bank S.A. • Create a new servicing philosophy • Build stronger relationships with Customers • Involve management in the project • Reinforce S2S results • Achieve Training programs’ goals: • Sold personal loans / monthly • Monthly sales by CC agents • 20% increase in service quality • 20% increase in management skills

9. SEE IT OWN IT DO IT • Managers insufficiently involved in the change implementation process and the skills development program • Old communication habits / behaviour patterns hard to change • Call Center employees anxious about new challenges and responsibilities (selling) • Significant challenge in achieving practical impact (training -> phone conversations) • Not sufficient support from Call Center supervisors • Customized solutions vs. tough deadlines • Organizational / logistic challenges (a lot of trainings in a short period of time)

10. SEE IT OWN IT DO IT Identifying current situation through: • Regular meetings (Board, Managers – HR and Business, Training Team) • Quality check – research & report: phone calls with clients – this covered: • Hard skills (accurate and timely service) • Personal skills (relationship building, facing challenges, problem solving) • Interviews with managers and communication skills test for Operations Department managers • Understanding the specifics of call centre, including the organization and work processes

11. SEE IT OWN IT DO IT For Board Members & Executive Managers Strategy Clarification Workshop • The Business Case for Happy to Help • Creating proactively a Service Culture for Happy to Help to Thrive • The New Definition of Profit • Moving toward a Selling Organization that Serves • How to ensure your people are committed to you and your customer • Navigating change in yourself and in your team Maximizing Training Results • Managementrole in making Happy to Help an observable reality • The Training Programs and expected outcomes • Action Planning, before, during, and after • Catching people doing something right and measuring results

12. SEE IT OWN IT DO IT For Supervisors & Leaders (Customer Service Managers) Making Training Pay Off • Managers’ role in reinforcing training results • Managers’ role before, during and after training • Creating the right approach towards training Navigating Change • Identifying and understanding reasons for change and results of change • Identifying effective and non-effective approaches towards change • Engaging others into the process of change

13. SEE IT OWN IT DO IT

14. SEE IT OWN IT DO IT • New Monitoring Cards created in the process of: • Workshops with Management • Joint agreement on the Cards’ structure and elements • On-going discussions and improvements • New Monitoring Card was a key element during the follow-up part of the project

15. SEE IT OWN IT DO IT Compelling Reason: - Customer satisfaction required upgrading (sales component excluded) - Agents focused on service (did not have selling attitude or skills) - Operations generated cost only (not generating profit) • Clear Vision : • To be the best Operations in the world through: • new work style; • new & better attitude to Customers; • new & better attitude among all employees.

16. SEE IT OWN IT DO IT Leaders demonstrate commitment: - Appropriate communication strategy for different staff levels ; - Managers involved in all project stages – before, during and after training. WIIFM: - Build stronger Customer relationship via better serviceand effective sales conversations; - Improved communication skills - helping to motivate the team to achieve target and build authority in the team; - New Incentive Plan – motivation for better service andsales.

17. SEE IT OWN IT DO IT Knowledge Skills: - From Service to Sales; - Interpersonal Management Skills. Processes Systems: - New training system; - New S2S software application; - New monitoring system

18. SEE IT OWN IT DO IT Follow-up Adjusting Monitoring Cards – addressing real needs (sales skills) Communication support (new standards implementation) – supporting tools Identification Interviews with managers Phone calls quality check Research tool: communication between managers quality test • Getting started • Strategy ClarificationWorkshop • Maximizing Training Results • Navigating Change • Making Training Pay Off Implementation Interpersonal Managing Skills Coaching Interpersonal Managing Skills Coaching From Service to Sales Implementation Process

19. Level Tool Results 99,21% positive Survey Reaction Mastery tests N / A Knowledge Phone calls quality (based on Monitoring Card results) 27% increase Behaviour Managers communication skills review 10% increase Results 100% increase Sales results What did we measure at GE Money Bank?

20. Institutional Clients Call Centre Individual Clients Call Centre Happy 2 Help – results Phone call quality improvement

21. What’s next? • Promote development culture in the business • - each employee covered with relevant trainingcurriculum • regular coaching sessions • cradle to grave development • Upgrade re-education process • Implement additional training for managers • Expand to cover the whole bank

22. Questions & Answers • Paul Brabazon – in English • Peter Strupp – in English • Dariusz Żyłka – in Polish

23. If you are interested in a copy of this presentation, please contact: Dariusz Żyłka dariusz.zylka@achieveglobal.pl

24. Thank you! www.achieveglobal.pl