Branch Profitability Improvement Programme (BPIP) By Workforce (Winstitute)

BRANCH PROFITABILITY IN IMPROVEMENT PROGRAMME(BPIP)

Implementing Analytics Based Learning Interventions to Improve Branch Profitability

Table of ContentPage#

Introduction Introduction 3

Section 2: Our Understanding of Banking Branch Profitability Needs 4

Section 3: Our Approach 6

Section 4: Programme Content 7

Section 5: Our Methodology /Mode of Delivery 10

Section 6: Our Deliverables 12

Section 7: Course Duration, Time, Certificates & Fees 13

Section 8: Programme Outcome/Benefits of Using Our Services 15

Section 9: Our Facilitators 16

Section 10: Our Track Record 18

Section 11: Conclusion 19

INTRODUCTION


Do you know?

OUR UNDERSTANDING OF BANKING PROFITABILITY NEEDS

The Struggle

As the Nigerian retail market matures, many banks are struggling to grow their customer base andrevenues.

The Need

Banking institutions have seen the need to strategically improve theeffectiveness/efficiency andprofitability of branch networks.

Solution 1

The consistent feedback from our C-level engagements with Banks is the need to do more with less, by transforming their branches from cost centres into powerful income-generators.

Solution 2 It is not enough simply to acquire customers, banksmust now work hard to retain customers, generatemore revenues from them and increase thenumber of financial products sold to eachindividual.

Becoming extremely competent at meeting theneeds of the major sources of sales, as well asrelentlessly focusing on execution, is whatdifferentiates a successful organisation from apoorly performing one.

TO ACHIEVING BPIP REQUIRES Adoption and communication of proposed KPI (scorecard) for branches

Ensuring excellence in customer service

Increased product usage per customer

Adoption of “best practice” retail operating model

Optimal people and branch resource utilisation

Strong growth in risk asset

Growth in customer base

Workforce Group is delighted to present ourfindings on the drivers of Branch Profitabilitywhich informed the development of our Branchimprovement Programme (BPIP) – an interventionfor implementing Analytics Based Learning toimprove branch profitability.

How it Works…


“The purpose of a business is to find and keep customers.”

Peter Drucker


1.Service and sales improvement to grow the customer base

and increase product/service take up per customer

2.Branch cost and profitability optimisation

3.Branch manager and personnel performance improvement

4.Branch operations improvement and optimization

BPIP is uniquely designed to address individual branch performance from 4 distinct perspectives:

The BPIP is Built to…



OUR INTERVENTION APPROACH


Pillar 1: Branch Manager as a CEO (Chief Execution Officer) programme

Pillar 2: Strategic Cross-Selling and Upselling/Selling with Service programme.

OUR LEARNING INTERVENTION CONTENT

Pillar 1: Branch Manager as a CEO (Chief Execution Officer) programme

Programme Premise Programme Objectives

Branches are a major delivery vehicle ofbusiness volume in banking and theperformance of the branch is bound to have a significantimpact on the performance of the bank as a whole.

In response to a more competitive nationwide financialservices market, branch banking has gone through significantimprovements. To maintain viability and to improvecompetitiveness, banking institutions have seen theneed to strategically improve theeffectiveness/efficiency and profitability of branch networks.

While bank branches are important tools for developingcomprehensive and effective customer relationships, they arealso the most effective sales channels. The Bank withbranches that has developed very deep relationship withtheir customers will be well positioned to win in this evolvingmarketplace.

Some of the key result areas addressed by the programme include the following:

The need for banks to guarantee standardisation and qualityof service delivery across their various branches. Thisprogramme is designed to address this by equipping BusinessManager and Unit Heads with critical competencies requiredto run a successful branch.

The need for Banks to ensure consistency in customerexperience across its branches toward transforming itscustomer interactions into delightful experience for itscustomers.

The need for Banks to have the right leadership at the branchlevel managing people for strategic advantage, ensuring theyare engaged and driving them effectively for improvedperformance and results.

Our Modules

The Branch Manager as a CEO training programme is a 3 day classroom training session for Branch Managers, comprising the following modules.

Module 1 – The Business of Banking

Module 2 – Driving Branch Operational Excellence (The effective BranchManager)

Module 3 – Branch Profitability Management. (Driving profitability ThroughAnalytics)

Module 4 – Cost Optimisation Strategy For Branch Operations

Module 5 – Branch Performance Management

Module 6 – Driving results through others

Pillar 2: Strategic Cross-Selling and Upselling/Selling with Service programme.

Programme Premise Programme Objectives

Sales people sell to the customer. CustomerService people serve the customer.

Sales people attend Sales Training programme. It makes sensebecause they need to sell to the customer.

Customer Service people attend Customer Service course.Again, it makes sense because they need to serve thecustomer very well.

However, this approach of separating Service from Sellingcreate gaps in many organisations and this leads to servicedelivery failure because most of the time, promises made atthe point of selling are not fulfilled at the point of service.

There is a need for an integrated approach. A selling withService approach and orientation.

Our Selling With Service Workshop isdesigned to equip Front and Back officestaff with the must have competencies required to provideexceptional service as well as sell to both existing andpotential customers of the bank Bank.

The workshop is based on extensive research into customerbuying psychology and the factors that create a loyalcustomer.

It is designed to be practical and activity based (with lots ofTemplates and Tools) to ensure your delegates are able to putwhat they have learnt in the classroom to effective use backat the place of work.

As part of this learning intervention, we also adopt aconsultative approach and provide Banks with the frameworkand support to drive the implementation of the concept of“Selling More To Existing customers”

Delegates are required to translate their learninginto concrete personal development and branchprofitability improvement actions plans.

Delegates extend their learning process beyondthe 2 or 3 days spent in class by leaving with aclear roadmap for building their personalproficiency and overall branch performance.

Personal development plans also provide the bank human resource team with the valuable insight to support branch staff development.

Branch profitability improvement plans willprovides strategic insight to drive branchprofitability across the bank.

“Learning is a Process”

We understand that learning doesnot happen in isolation. Instead, itinvolves how the learner relates andeven adapts learning to work andother environment.

OUR METHODOLOGY / MODE OF DELIVERY

People possess different styles of learning.

“People Learn in Different Ways”:

Research has consistently demonstrated that when clear objectives are associated with learning that the learning occurs more easily, rapidly and effectively.

“Learning is Improved When it Is Objective-Oriented”

“For Training to be effective and achieve its purpose, it must be action oriented i.e. Active Training”:

o What I hear, I forget.o What I see, I remember.o What I do, I understand.

Moderate Level of Content

Balance between affective, behavioural andcognitive learning

Variety of learning approaches

Real-life problem solving

Allowance for future planning & Evaluation

Life-Long-Learning/On-going Support

6 Qualities of BPIP (Value Preposition)

OUR DELIVERABLESWe follow participatory and experiential trainingapproaches for skill development, and the session plans,besides lectures, are developed around experience-sharing, group work, practices and presentations. 40%

60%

We provide delegates with course materials,frameworks, templates, forms and comprehensiveprogramme material for future references as well asrecommended books, website and learning resourcesto guarantee that learning is transferred back to theplace of work and ensure continuous learning.

The course is taught in a highly practical manner so that participants can practice as they learn.

The learning component of the intervention is delivered in the followingphases:

Phase 1: Pre-Course ActivitiesWorkforce Group will: Conduct a Learning and development analysis to distil the specific needs

of the target participants Conduct random branch visitation and audit Co-plan outcome activities with Clients Learning Department

Phase 2: Course ActivitiesThese include: In-Class Assignments e.g. class presentations Graded practical sessions/projects Games and Learning Activities Case studies, Role plays and Videos

Phase 3: Post-Course Activities Post-Course Assessment Action Planning Template (in triplicate) Job Aids and Learning Guides Deployment of E-Learning Component of Course (If applicable) Year-long Learning initiative

Phase 4: Conduct a Post-Course Learning Impact Assessment which willinclude: Post-course follow-up activities (3 Months) Confirmation of Outcome using Outcome Planning Template Review Personal and Branch Profitability Improvement Action Plans Celebrate Success/Sanction non-conformity

CLASSSIZETRAINING

DURATION

*

KPI FOCUS AREAS

Branch Manager as a CEOProgramme 3 Days

Customer, Employee, Financial andOperational

Branch Sales andOperations staff training 2 Days Customer and Financial

COURSE DURATION AND TIME

OUTCOME/BENEFITS (IMPACT ASSESSMENT)

The benefits of the workshop include a measureable higher return on training

investments. For Clients, these individual outcomes cumulatively translated to:

Effective and efficient branch management. Increased employees productivity Increased ability of employees to adopt new initiatives. Guaranteed business continuity and employee engagement. Improved customer experience in the bank. Retained customers and increased profitability.

Achieving the above outcomes also ensured greater management support for learning and development, and enhanced prestige for the learning function.

OUR FACILITATORS

Bolaji OlagunjuLead Consultant/CEOWorkforce Institute

Limited

Foluso AribisalaDirector.

Workforce InstituteDr. Tayo AdulojuDirector.

Workforce Group

Bolaji Olagunju is the Lead Consultant/CEO of Workforce Institute Limited, a Management Consulting andBusiness Process Outsourcing company with headquarters in Lagos, Nigeria.

With more than 15 years of experience spanning FMCG, Banking and Management Consulting, Bolaji helpsorganisations with transformation and business improvement efforts via the design and deployment of serviceofferings in the areas of Strategy Planning and Execution, Organisational Design and Development, CorporateUniversities/Academy Design and Implementation, Change Management, Performance Management Design andImplementation as well as Business Process Outsourcing. He has extensive experience in developing andimplementing targeted interventions in the areas of Strategic Talent Management, Leadership Development andBusiness growth Advisory services.

Throughout his career, Bolaji has facilitated several workshops including Sales Management, LeadershipDevelopment, Business Systemisation, Coaching and Mentoring, Organisational Development, Strategic HumanResources Management, ROI of L&D and HR Programmes, Workforce Planning and HR Analytics, etc.

Bolaji is a certified Change Management practitioner, certified Competency Model developer, certified OccupationalTesting Professional and Executive Coach. He has been actively and assiduously involved in the development andimplementation of end-to-end Human Resource Transformation initiatives and projects on behalf of severalorganisations.

As a trusted, long-term partner of top business executives in Nigeria, Bolaji works side by side with clients, offeringexpert, objective advice to help solve their most important and challenging problems.

He holds a first degree in Industrial Chemistry and Master’s Degree in Information Systems and has attended severalrelevant training programmes both within and outside the country. He is a Member of Chartered Institute ofProfessional Development UK, Member of the Society of Human Resource Management (SHRM), a Licensed Memberand Test/Assessment Administrator of the British Psychological Society, UK, a certified ROI practitioner, member ofNigerian Institute of Management (Chartered) Nigeria and many other indigenous professional affiliations.

Bolaji OlagunjuLead Consultant/CEO

Workforce Institute Limited

Dr. Tayo AdulojuDirector.

Workforce Group

Tayo Aduloju is holds a Bachelor of Technology Degree in Applied Industrial Biochemistry, AdvancedDiplomas in Business Administration, and Ministry Administration, a Master’s in BusinessAdministration, and currently is a candidate for the Six Sigma Quality Management Black Belt andDoctor of Philosophy in Strategic Organizational Leadership at Rushmore University USA. Tayo has beeninto professional public speaking for over 15 years, and has worked as a consultant on projects in theareas of Strategy Articulation and Deployment, Human Resource Re-engineering, Corporate Learningand Development, Corporate Change, Leadership Development, Corporate Intelligence and QualityManagement Systems (ISO 9001:2000), Environmental Management Systems (1S0 14001:2004) and theISPS Code for Sea Port Safety and Security Surveillance – with clients like Nigerian Ports Authority,Presidential Committee on Maritime Safety and Security etc.).

Started his career as an analyst in Strategic Developments Nigeria, then went on to work as ConsultantTrainee at Vic Lawrence and Associates, and rose to become a Consultant in the area of Training &Development, Special projects, Strategy and Business Support. He left VLA as the project championBalanced Scorecard and ISO 9001:2000. He worked briefly, as the Manager, Business LeadershipPrograms, for a non-governmental organization and engaged in a private consulting and researchpractice, before joining Workforce Management Centre as the Lead Consultant – OrganizationalStrategy & Systems Group. Tayo Aduloju continues to lead online forums on Change Management, andacademic research in that area of Global Strategy and Organizational Leadership

Foluso Aribisala is a Director at Workforce Institute. He is the head of the training and business consulting unit

and has extensive experience in conducting market intelligence research, business planning, performancemanagement, corporate culture management, process diagnostic and improvement.

Foluso gained valuable experience during his time with KPMG. He also has extensive training, facilitation and coachingexperience with a bias for business/marketing strategy, personal effectiveness, customer management, corporateculture management, leadership development, team building and staff disengagement counselling. Over the years,Foluso has mastered the art of facilitating retreats to refine the business strategies, structures and systems of bothpublic and private organizations.

He has built an enviable track record of consistently achieving visible (measurable) improvement in work performanceusing training, ICT, performance management systems and re-organized work processes. Foluso has been involved withmanpower audit and staff recruitment in both public and private organizations and has also developed and conductedmarket intelligence research and customer surveys for various financial and healthcare institutions. He is also anexternal consultant to the SERVICOM office (Under the Presidency), the newly constituted institute for service deliveryin Nigeria and MTN Nigeria.

Apart from managing the extensive client list of the firm, he has facilitated various programmes, including retreats andtrainings for MTN Nigeria, WAPCO, First Bank, Guaranty Trust Bank (GTB), Guaranty Trust Assurance, Afribank, JagalPharma Limited, Nokia Nigeria, Cornerstone Insurance, International Energy Insurance, Prudent Bank (now Skye Bank),Access Bank, FSB, Bank PHP, Lion Bank, UBA Metropolitan Life Insurance, SGBN, WEMA Bank, HEIRS Insurance, May &Baker and Nigerian Bottling Company (NBC).

He is an active FATE and LEAP foundation volunteer and an external facilitator for VIP Consulting, Think Consulting,IBFC Agusto Training, VLA (Vic Lawrence & Associates), Westlake Consultants, Eagle 8 Consulting Limited, WorkforceManagement Centre, Health Strategies Limited, Hapliserve Consulting South Africa, MT (Management TransformationLimited) and Global Training International Limited (GTIL United Kingdom). Foluso is a management accounting graduateof Obafemi Awolowo University (Ile-Ife) and a qualified member of the Institute of Chartered Accountants of Nigeria.

Foluso AribisalaDirector.

Workforce Institute

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