AND GOVERNANCE MEASUREMENT ORGANIZATION DEVELOPMENT ENTERPRISE ENTERPRISE PROGRAMS PROGRAMS FOCUS: LEARNING INFORMAL INFORMAL LEARNING LEARNING LEARNING LEARNING CONTENT CONTENT SYSTEMS CASE STUDY

BERSIN & ASSOCIATES ©DECEMBER 2012 THIS MATERIAL ISLICENSED TOEXACTLEARNINGSOLUTIONS FORDISTRIBUTIONONLY. — A New Content Learning Management Architecture at Integration through Technology Productivity andEfficiency Improving Employee adoption ofelectronic-basedsystems.Thisincluded generating transforming theworkprocessesofitsemployeesforwidespread To thatend,Bankiaimplementedaseriesofmeasuresfocusedon on technologyinnovationandcorporatesocialresponsibility. vision ofimplementingadigitaloffice environmentthroughafocus the organizationintroduced“zeropaperproject” productivity challenges.Aspartofitsresponse,beginningin2009 processes inuseacrossitsnetworkofoffices wereresultingin Bankia, formerlyCajaMadrid high levelsofproductivityandefficiency ofitsemployees.However, Like allcompanies,Bankia’s successandgrowthisdependenton IN THISCASESTUDY RSC06/ing/9-3_proyecto_cero_papel.html 1999, pleasevisit 2 case study, werefer tothesubjectcompanyasbothCajaMadridandBankia. , mergedwithsixothersavingsbankstoformBankia. Throughoutthis 1 technology traininginitiativetothousandsofemployees. content productionandmanagement,evenwhile rollingouta learning organizationsearchedforasuitablesolution foritstraining electronic filesforallmainbusinessprocesses,including training.The For moreonCajaMadrid’s “zeropaper”project, whichdatesbackto On June27,2011,CajaMadrid,oneoftheoldestSpanish savings Janet Clarey, BERSIN &ASSOCIATES http://www.cajamadrid.com/Portal_Corporativo/html/ Senior Analyst • LICENSED MATERIAL 1 , recognizedthatmanymanual

. |

December 2012 December 2 torealizeits

IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Beyond supporting the organization’s primary initiatives, Bankia’s new learning solution also had to support the organization’s change in focus from expensive and inconsistent instructor-led training (ILT) toward a mix of e-learning, ILT, on-the-job training and beyond. In short, the organization needed to implement an entirely new learning content management strategy and architecture, while training employees on new technologies and system software. Adding to this challenge was Caja ’s merger in 2011 with several other banks that formed Bankia, Spain’s largest .

This case study will examine:

• Business challenges facing Bankia, along with the 2011 merger with several other banks including Caja Madrid

• Bankia’s current four-phase approach for training employees on the technological integration of other banks

• Lessons learned and best practices from Bankia’s new learning content management architecture, and its enterprisewide training initiative for its new technology and systems software

• How a new learning content management strategy and architecture helped to:

o Reduce the number of learning content assets needed to make employees more productive and efficient by 40 percent

o Reduce content development by 20 percent

o Reduce the need to formally manage projects by 30 percent

o Make the most of the knowledge of the organization, its partners and collaborators

o Complement the organization’s corporate learning management system (LMS), collaboration software and electronic performance support system (EPSS)

o Save in training costs

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 2 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

The Bersin & Associates Membership Program

This document is part of the Bersin & Associates Research Library. Our research is provided exclusively to organizational members of the Bersin & Associates Research Program. Member organizations have access to the largest library of learning and talent management related research available. In addition, members also receive a variety of products and services to enable talent-related transformation within their organizations, including:

• Research – Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.

• Benchmarking – These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.

• Tools – Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.

• Analyst Support – Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.

• Strategic Advisory Services – Expert support for custom-tailored projects.

• Member Roundtables® – A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and best practices.

• IMPACT® Conference: The Business Of Talent – Attendance at special sessions of our annual, best-practices IMPACT® conference.

• Workshops – Bersin & Associates analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform and inspire HR and L&D professionals and leaders.

For more information about our membership program, please visit us at www.bersin.com/membership.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 3 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

TABLE OF CONTENTS

Company Overview 5

Bankia (Formerly Caja Madrid) 5

Business and Learning Environment: Challenges 5

Training Plan for Bankia’s Technology Integration 6

Phase I: Analysis 7

Phase II: Design 7

Phase III: Development 10

Phase IV: Training Plan Introduction 10

Tools and Technology 10

Bankia’s Learning Content Management System Integration with the Learning Management System 13

Centralized Content Management 13

Metrics / Evaluation / Business Impact 14

Best Practices and Lessons Learned 15

Best Practices 15

Next Steps / Looking Ahead 15

Conclusion 16

Key Takeaway 17

Appendix I: Table of Figures 18

About Us 19

About This Research 19

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 4 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Company Overview

Bankia (Formerly Caja Madrid)

Figure 1: Bankia at a Glance

• Year Founded: Caja Madrid (now Bankia) was founded in 1702. Bankia is the result of a merger in 2011 of the operations of Caja Madrid; Bancaja, La Caja de Canarias, Caja de Avila, Caixa Laietana, Caja Segovia and Caja Rioja • Employees: Approximately 21,000 (Bankia) • Annual Revenue: €2.965 billion (Bankia) • Operations: • Headquarters: Valencia, Spain

Source: Bankia, 2011.

Business and Learning Environment: Challenges

Beginning in 2009, Caja Madrid recognized some potential productivity challenges associated with the many manual processes in use across its network of offices – both internally and externally. At the same time, the organization introduced the “zero paper project” to realize its vision of implementing a digital office environment through a focus on technology innovation and corporate social responsibility.

The learning organization was also in the midst of a change in focus from instructor-led training (ILT) toward a mix of e-learning, ILT, on-the- KEY POINT job training and beyond. In short, the learning organization needed to implement an entirely new learning content management strategy and Bankia was architecture while, at the same time, rolling out a technology training challenged to move initiative to thousands of employees to support the organization’s from instructor- technology transformation. In addition, this all needed to happen while going through a merger. led training to a mix of e-learning, Concurrently, 2009 marked the beginning of the European banking crisis, which deeply affected Greece, Ireland, and Portugal. By 2011, uncertainty had instructor-led spread to Spain and Italy. As of this report, the uncertainty remains. training and on Despite this, the “new” Bankia learning organization has met the organization’s the-job-training, goals around efficiency, productivity and corporate responsibility by training while going thousands of employees on a business initiative that involved a complete switch through a merger. of financial systems – all while improving its own efficiency and productivity. The learning organization also devised a training plan to effectively integrate the multiple banks that are now collectively called Bankia.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 5 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Training Plan for Bankia’s Technology Integration

Bankia’s learning organization had a very aggressive training plan for its technology integration and merger – each person would spend approximately 100 hours learning the bank’s new financial systems and processes. For an initial 4,000 employees, this training had to be accomplished in just two months with 30 percent of the hours involving instructor-led training and 70 percent of the hours spent with online training. This would put a strain on employees, as well as the learning organization which was tasked with delivering 400,000 hours of training in just two months. To manage this, a four-phase training plan for integration was created by Bankia’s learning organization.

Figure 2: Training Plan for Technological Integration – Project Phases

Training Plan For Integration: Projects Phases.

Phase I Phase II Phase III Phase IV

Impact Trainin g Program

Analysis Plan Development

on t i u c o d t r I n a n l P • Process Ma p

• Str ucture Plan n g • Experts and • Co ntent • Identification of n i

Internal Clients Developmen t a i Training Aid s r Check • Content Validatio n T • Deployment and • Identification of • User Tria ls Logistics Training Aid s

Source: Bankia, 2012.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 6 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Phase I: Analysis

In Phase I, an analysis of 650 bank procedures was carried out. Slightly more than 300 of those procedures were identified as priority training items, based on their usefulness and the impact they would have on the branches on the switchover date, which was code named "D-Day." The priority items included services provided to new clients, the opening / renewal and processing operation assets, investment products, cash operations, and contracts. During this phase, a process map was created and training aids were also identified.

The goal of the impact analysis and suggestion process was to devise a rough training design, determine impact by functional area (e.g., director, sales, cashiers, etc.), and incorporate suggestions for improvement from a team of internal trainers, an organization team responsible for processes, and directors currently working in a branch. This permitted the organization to move ahead with its training design in a more cohesive and aligned way after getting critical feedback from stakeholders.

Phase II: Design

A training plan was formalized in Phase II. For the first six months, the focus would be on teleprocess and priorities activities on D-Day, followed by in- depth study and specialization through a formalized training plan called “Bankia Commercial Management Model.” (See Figure 3.)

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 7 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGYStructure INTEGRATION of the Training Plan Source: Bankia 2011

Figure(translation 3: Structure of the Training in Plannotes section)

Source: Bankia, 2012.

Logistics (which were extensive) and deployment were also critical to Phase II of the training plan. Internal trainers had to be identified in each branch for each function, rooms had to be booked at branches and at training centers, and online content had to be designed, developed and delivered. This content included simulations on how to use the new system; virtual classrooms were used for training and guided practice. As such, Bankia’s learning technology played a very integral role in this successful initiative. Figure 4 illustrates how training guides were organized based on the trainee’s role in Bankia’s operations. Figure 5 shows how training resources were allocated.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 8 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH StructureTECHNOLOGY of INTEGRATION the Training Plan Source: Bankia, 2011 Figure 4: Structure of Bankia’s Training Plan by Training Hours

Internal Trainers Source: Bankia, 2011 Source: Bankia, 2012. Figure 5: Internal Trainers

Source: Bankia, 2012.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 9 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Phase III: Development

Phase III included centralized content development. Bankia’s learning content KEY POINT management solution, named Aula Virtual, supports web-based content development. For Bankia, this means that internal and external subject matter Content experts and external content providers have access to centralized content development. This helps to ensure the efficient reuse and quality of content. management expertise means Flash-based learning object templates are tailored to the organization’s needs and this helps the organization to define a common pedagogical more than simply approach with all content providers. Content is labeled using the same developing metadata schema, making updating and content reuse more efficient. schemes for More and more, learning organizations need systems to help guide and naming, versioning enforce workflow and standards; Bankia has found that this can be handled and storage. through its learning content management system (LCMS). It has also found that content management expertise means more than simply schemes for naming, versioning and storage. It entails managing the end-to-end lifecycle of content – the natural uses of an LCMS.

Phase IV: Training Plan Introduction

The learning organization started a communication plan in November 2011 using its learning management system (LMS) and the intranet. It also developed a plan in which L&D visited different regions in Spain, held meetings with directors of branches, and taught them how to use the simulation training and LMS. The learning organization provided weekly feedback in regard to objectives and targets, progress, number of employees trained, news, and obstacles it had to manage.

Tools and Technology

Prior to its merger with Bankia, Caja Madrid used preferred content producers for its e-learning. Each e-learning program was designed and developed separately by different solution providers; not surprisingly, this practice created some inconsistency. Minor error corrections were time- consuming consuming not only because different solution providers were used, but also because different e-learning development tools were used for the content. The organization knew it had to streamline. With that, the organization wanted to:

• Increase and ensure consistency in the materials created by the different third-party providers

• Use template-based technology to help standardize the look and feel of e-learning

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 10 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

• Reduce content production time

• Respond to the need for launching new, complex products all the time (quick time to market)

• Easily maintain and update internal e-learning content

• Keep high-quality standards of all content (especially due to strict legal regulations of the finance sector)

• Reuse content in different projects

• Save money and time by reducing redundancies and costs associated with recreating material

• Save costs by maintaining only one content management system for external content producers

In short, the company needed a way to easily manage its high volume of content. An LCMS solution could help to accomplish that, even while bringing personalized learning content to learners at the point of need.

In Brief: Learning Content Management Systems

Understanding the company’s content development needs is an important part of an overall learning management strategy for any organization. Should an organization get a single system that handles both content development and administration (LCMS), or should it manage content, events and learners through an LMS? For many companies, a single system for both content management and learning management may not be the best approach.

An LCMS, however, can be a valuable tool for reducing the development cycle and making content more accessible because it has features for managing and publishing e-learning content, as well as for automating the workflows for groups of developers.

Advanced LCMSs support the capability to manage electronic content in multiple formats and outputs in a convenient way. They also provide template-based content development tools for rapid content development, and the ability to build and manage structured content that can be reused across various training and knowledge programs. In addition, LCMSs can provide a run-time delivery environment for customized course pages and more extensive levels of training user interaction. An LCMS can also be leveraged to create a knowledge management repository for just-in-time access of both formal and informal knowledge assets. e

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 11 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Figure 6: Benefits of a Single Source, Asset-Based Approach

Speed up development

Allow for the integration of learning assets from different sources to reduce the need to create new content

Support multiple delivery formats, such as print, e-learning, videos, etc.

Enable informal, on-demand learning

Deliver personalized, adaptive learning

Dramatically lower the cost of maintenance as content assets are stored centrally and only need to be changed once

Source: Bankia, 2012.

Our Learning Content Maturity model illustrates five characteristics of content. In most cases, competence at one level assumes and requires that other competencies be mastered at lower levels.

Figure 7: Bersin & Associates Learning Content Maturity Model

On-Demand Consistency, Usability, Access

Enterprise Cross-Departmental, Content Leverage, Content Strategy

Collaborative Development Efficiency

Rapid Rapid Delivery, Time to Train Is as Important as Instructional Quality

Traditional Content Is Handcrafted, High Levels of Instructional Quality

Source: Bersin & Associates, 2007

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 12

Copyright © 2011 Bersin & Associates. All rights reserved. IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

As you can see, on-demand content management brings personalized learning content to the learner at the point of need, often integrating the learning experience with other enterprise systems, processes and supplemental content. At this highest level of maturity, an organization must have the capability and capacity to leverage its learning content in the service of enhanced performance support and enterprisewide knowledge management initiatives. It requires total alignment of training with strategic organizational objectives and desired business results.

Bankia’s Learning Content Management System Integration with the Learning Management System

Bankia integrated its LCMS3 with its LMS4. The latter maintains records of training delivered for compliance purposes, enabling the organization to track learning and certification-related activities. While some LMS providers have built in or include an LCMS solution in their product, content development systems are not the biggest priority for the most dominant LMS providers. Sometimes, a best-of-breed approach is a better solution for power users as was the case with Bankia

Overall, the LCMS integration at Bankia has made the content maintenance processes easier for the bank because the content is updated only once (in the LCMS) and not twice (in the LCMS and the LMS). The integration has also made it easier for the bank to identify training requirements for its employees, deploy learning across all branches and track course completions while also providing value as a business-and learning-process automation system that helps Bankia’s learning organization function to truly optimize its content processes. It has also served as an enabler for more collaboration.

Centralized Content Management

All learning content at Bankia is organized on a single learning content management system. Legacy content from a large number of instructor- led courses is transferred into the system, and tagged with SCORM-based5 metadata and taxonomies framework. The same framework is applied to

3 Bankia uses an LCMS from eXact learning (eXact learning LCMS). 4 Bankia uses an LMS from Plateau (which was acquired by SuccessFactors that subsequently was acquired by SAP). 5 In February 2009, Caja Madrid adopted the SCORM 2004 standard for all of its learning materials and began insisting the same of those companies providing learning materials to it.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 13 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

all e-learning content. The centralized application allows the organization KEY POINT to deliver and manage on-demand training for all its employees. Employees are able to identify training requirements, deploy learning across all A centralized branches and track course completion. This is enabled by the integration of Bankia’s LCMS and LMS using an advanced integration approach for which Learning Content learning content is left on Bankia’s LCMS, which then acts as a single source Management of content using the LCMS’s (rather than the LMS’s) content rendering System application capabilities. This platform-to-platform interoperability is accomplished through a suite of online, offline and mobile SCORM6 players. allows an organization Once dynamic publishing was enabled between the two systems, Bankia was to deliver able to achieve more effective maintenance of content updates, and could more efficiently manage content storage space and bandwidth consumption. and manage It accomplished this by assigning links to content instead of creating multiple on-demand course copies. With the latter, handover of content requires a maintenance training for all its cycle of content regeneration, duplication, download and upload just to transport content between different systems. As you can imagine, employees. this generates heavy maintenance cycles and maintenance overload. Assigning links rather than physical copies of the content gives authors and instructional designers more flexibility for packaging and sequencing content, and for creating learning paths.

The architecture at Bankia means the LCMS acts somewhat as a web server. Content stays on the LCMS and is streamed to the LMS run-time environment with a modified content package published to the LMS. The modified package includes metadata, course structure, sequencing and the links to the learning objects in the LCMS. Tracking, rendering and reporting are done by the LMS.

Metrics / Evaluation / Business Impact

The main achievements of implementing the LCMS at Bankia include:

• 20 percent reduction in content development time

• 30 percent reduction in the need to formally manage projects

• 40 percent reduction in content publishing

The organization’s ILT training has also attained a higher quality due to the fact that most participants have often gone through some courses and tests before attending a training session. Additionally, e-learning can lead to significant savings in travel time and costs.

6 “Sharable Content Object Reference Model” (SCORM) is a set of specifications for course content that produces reusable learning objects.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 14 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Best Practices and Lessons Learned

One of the most difficult aspects of the initiative was determining how to manage all of the technical issues around the learning objects and how to construct them in an easy way. For example, delivering so many learning objects to more than 1,000 branches and 4,000 people at the same time led to problems with the host environment and terminals. This is why it is so important to develop a good working relationship with IT.

Best Practices

1. Involve IT folks at the beginning of the project, and empower them with the responsibility of technical communication with L&D and other stakeholders.

2. Involve business clients, realizing that the most important task is to train employees and obtain manager buy-in.

3. Involve marketing to support communication and change management.

4. Do not train on all processes – prioritize training needs based on the most important tasks.

5. Realize the enormity of a large training initiative and give yourself enough time to realistically implement the training.

6. When building learning objects, the most important target should be to make it user-friendly for the end-user.

Next Steps / Looking Ahead

Bankia has successfully transitioned away from traditional and expensive instructor-led training to a mix of instructor-led training, e-learning and structured on-the-job training. Beyond that, Bankia is looking to provide a mobile-learning solution to its employees. Its decision to use its current LCMS will help Bankia in achieving that goal with its natural mobile extension. Organizations with needs similar to Bankia’s should keep in mind the mobile learning capabilities of any system as usage of mobile devices becomes more ubiquitous.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 15 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Conclusion

The use of a single source, asset-based approach to content is a popular one for many organizations and industries that face robust learning challenges. This approach (while a relatively simple concept) can lead to huge cost- savings, and reduce the resources needed to develop and maintain up-to- date learning. In addition, use of an LCMS can create great flexibility to support new learning requirements and share learning assets across different learning initiatives.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 16 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

 KEY TAKEAWAY

 An LCMS can make a merger or acquisition less painful: It provides an easy way to rapidly create content, have a consistent look and feel, reduce redundancies, and facilitate transition.

 Having early stakeholder input is critical: This can make the most of the knowledge of the organization, its partners and collaborators by aligning a learning content strategy with the needs of the business.

 When buying an LCMS, make sure it is future-proof: Take into account future initiatives like mobile learning.

 Look for process problems: Lean times expose organizations with inefficient processes. What are yours?

 Find ways to simplify and streamline content processes: Settle on templates, guidelines and workflows that are easy to use.

 Become a content center of excellence: Take stock within the organization for content in all of its forms.

Questions to Consider

Below is a list of discussion questions you can ask your team, colleagues and business leaders, which will help you to take the next steps.

1. Does an LCMS make sense for the volume of content we produce?

2. For what purpose do we need an LCMS? What is our content strategy? Do we want to implement collaborative management of our training materials in a central digital repository?

3. Why an LMS is not enough for my needs?

4. Will an LCMS meet the specific business goals of our organization?

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 17 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

Appendix I: Table of Figures

Figure 1: Bankia at a Glancea Glance 5

Figure 2: Training Plan for Technological Integration - Project Phases 6

Figure 3: Structure of the Training Plan 8

Figure 4: Structure of Bankia’s Training Plan by Training Hours 9

Figure 5: Internal Trainers 9

Figure 6: Benefits of a Single Source, Asset-Based Approach 12

Figure 7: Bersin & Associates Learning Content Maturity Model 12

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 18 IMPROVING EMPLOYEE PRODUCTIVITY AND EFFICIENCY THROUGH TECHNOLOGY INTEGRATION

About Us

Bersin & Associates delivers proven people strategies that leaders and their organizations need to deliver exceptional business performance. Our WhatWorks® membership program gives Fortune 1000 and Global 2000 HR, talent and learning professionals the research-based information and tools they need to drive bottom-line impact for their organizations.

Members use our research-based models, tools and insights to design and implement best practice solutions, benchmark against others, and select and implement systems. A piece of Bersin & Associates research is downloaded every minute during the business day. More than 5,000 organizations worldwide use our research and consulting to guide their HR, talent and learning strategies.

Bersin & Associates can be reached at http://www.bersin.com, by e-mail at [email protected] or at +1-510-251-4400.

About This Research

Copyright © 2012 Bersin & Associates. All rights reserved. WhatWorks® and related names such as Rapid e-Learning: WhatWorks® and The High-Impact Learning Organization® are registered trademarks of Bersin & Associates. No materials from this study can be duplicated, copied, republished or reused without written permission from Bersin & Associates. The information and forecasts contained in this report reflect the research and studied opinions of Bersin & Associates analysts.

THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 19