Consult

Our analysis resulted from interviews with key stakeholders including prospective programme attendees who have been doing the RM role at the organisation for multiple decades, adapting their client approach according to often-changing company strategy. We analysed their input, along with that from Regional Divisional Heads, Client Directors and Senior and Junior CRMs and compared the data with client survey results to:

• gauge a true picture of the RMs’ current knowledge, skills and abilities
• determine the appropriate level to pitch behavioural and technical content recognising the vast experience of the majority of participants

Propose and Refine

Our client played a full role in the design and delivery of the programme, hosting a week-long agile workshop to build out the proposed programme and test recommendations. With access to key individuals from the business, we quickly adapted our original thinking to ensure the programme would fill identified skills and knowledge gaps whilst staying true to organisational culture.

Design and Develop

From the first interview it was clear that the learning environment needed to be engaging for a group of experienced individuals with longevity in their role. Our facilitator, experienced in banking sales and relationship management, eschewed delivering content for enabling practical application. Participants entered a hot-house environment, taking part in a simulation designed to test their client relationship skills from initial meeting through to win-back. With access to “client” information, their own products and solutions and key stakeholders, this design meant participants would be able to:

• understand what was being required of them in the new role
• test their existing skills against this requirement
• learn new relationship management approaches

Deliver

A flipped learning experience, designed to reflect real-life RM organisational and client challenges and develop their skillset via:

• practical application
• social learning
• sharing and testing best practice in simulated situations

Each live interaction was assessed and RMs received feedback from key business stakeholders, many of whom were involved in the programme design. RMs created their own personal development plans to use for ongoing learning.