Banking Case Study

A mid-sized financial institution (nearly $1 billion in deposits), experiencing solid growth and exciting opportunities, had embraced Performance Excellence criteria based on the Malcolm Baldrige Award Criteria and had applied for the Texas Quality Award.  Not surprisingly, their feedback included gaps noted in the Leadership category.  As the company had built new branches, hired staff and supervisors, and created new services for its burgeoning clientele, the leaders experienced inconsistent application of procedures and policies.  They lacked supervisory training in communicating with employees, setting expectations, providing feedback and coaching, and dealing with poor performance or violations of conditions of employment.  Senior leaders had high expectations for employee morale, and suspected better-trained managers and supervisors would help achieve this goal.  The Leadership System Development Team called us in to design and deliver supervisory training for 75 leaders and 5 potential leaders across the institution.Client’s Goals:

  1. Achieve consistency in application of people programs, company policy, and HR procedures
  2. Increase confidence and competence of all leaders in interacting with employees
  3. Develop consistent performance and development planning and review system

Actions:

We tailored our three-day Practical Skills for Managers & Supervisors training program for delivery over three months for 80 participants.  Each program day was delivered three times each month for groups of 25-27 cross-functional attendees.  Assignments between program days included targeted interactions with employees, planned and practiced during the training sessions.  We redesigned all case studies and role-plays to reflect the situations and experiences of these leaders, based on input from our interviews with selected leaders across all functions.

Results:

Within the year, employee morale rose to an unprecedented high of 93% favorable as it related to all leadership and management questions.  Participation rate also rose to a new record of 97% participation.  Managers and supervisors continued to cite the usefulness of the tools and practices sessions in the PSMS agenda.  As new managers or supervisors have been named, they have attended PSMS in our public settings in order to become quickly productive in interacting with their employees on performance and conditions of employment issues.

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  • Client:

    TommusRhodus