Case study
Royal Bank of Scotland: CBFM Frontline Processes
The Challenge
In 2001 The Royal Bank of Scotland (RBS) acquired the National
Westminster (NW) Bank. As a result of this acquisition the everyday
processes used by staff needed to be integrated. NW staff were required
to learn how to follow RBS processes. Final integration of processes
was scheduled for July 2002.
The primary aim of this project was to ensure that, at integration,
the NW staff of the Corporate and Commercial (CCB) and Corporate
& Institutional banking (CIB) sides of CBFM (the business banking
division) were proficient in the RBS operating model of front line
processes. This would ensure minimal customer interruption and transition
a to RBS systems that was as seamless as possible. Corporate customers
are among the most valuable to the Bank and these processes were
to be used by Relationship Managers - those people in direct contact
with customers, building long-standing working relationships with
them.
The key challenges faced by this project were:
- Some of the RBS processes were more labour intensive than the
NW processes: staff would have to get used to paper-based versions
of some previously electronic systems
- Tight timescale of the project with the integration itself primarily
an absolutely fixed deadline
- Three versions of the programme were required - 'thick' (video/audio)
'thin' (text/graphic) and 'standalone' (for use on home PCs)
- Very dry process-driven material needed to be made 'big, sexy
and fun!
The client's business drivers were:
- To cease with the necessity of using two sets of processes (NW
and RBS) which was at times difficult to manage and expensive
- To align staff processes prior to modernisation of the systems
- To keep valuable customers happy and provide them with the standard
of service they had become accustomed to expect
RBS identified the following success criteria for the overall CBFM
integration project. There should be:
- no rate of increase in customer complaints
- no perceived interruption to customer relationships
- no drop in corporate business as a result of the switch to the
RBS model
- improved revenues generated as a result of having a common system
The factors that led the client to consider e-learning for this
project were:
- Dispersed workforce
- Need for consistency of delivery
- Very tight timescale for roll-out
The Solution
The solution mapped the structure of the programme to a week in
the life of a Relationship Manager (RM). The course was divided
into five working days with each process representing one learning
unit. Some processes were featured as daily tasks as this reflected
the reality of the RMs working day. Each process was woven into
a scenario based around a set of fictitious customers. This was
introduced by a scene-setting clip of video and threaded through
the learning by use of a Personal Data Assistant (PDA) motif which
was used to send messages to the user from customers or colleagues,
thus prompting the necessity to complete a particular process. Each
process was assessed with the outcome illustrated, through video,
by its direct effect on the customer and thus the user's relationship
with them.
Making mistakes adversely affected the customer's attitude to the
RM and consequently the Bank. The use of video scenarios helped
to give a human face to the processes and to reinforce the notion
that 'behind every process is a customer'.
Designers worked closely shadowing RMs in both RBS and NW offices
to understand the types of relationships developed with customers.
Some of these relationships lasted in excess of 7 years and were
based on a high degree of trust and sociability between employees
and business customers. In addition, detailed analysis of process-based
information was carried out in regular meetings with many SMEs.
Some of the processes were evolving during production, so flexibility
of approach was key.
Outcomes
Very positive feedback was received, particularly on the creative
solution and the level of engagement achieved for ostensibly dry
information. The video was extremely popular with some users actually
feeling that they were getting to know certain customers!
The client was delighted with the programme and was very forthcoming
with praise both during production and after launch:
'I have just written to the team here at RBSG to congratulate them
on the successful launch of a fabulous programme and would like
to say the same to you and you team at Epic. What I must start with
is 'wow'! In my opinion, the programme is comprehensive, creative,
professional and engaging and I particular like the "lunch" and
"after work" sessions that introduce skills snippets which lighten
the programme as well as adding a new dimension. A fantastic piece
of learning delivered in very tight timescales. I am glad to see
the impressive reality of the innovative ideas you presented to
us.'
Elaine Vaile, Learning Consultancy Practice Manager, Royal Bank
of Scotland Group.
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