BERSIN & ASSOCIATES Improving Employee Productivity and Efficiency through Technology Integration CASE STUDY CASE A New Learning Content Management Architecture at Bankia —Janet Clarey, Senior Analyst | December 2012 FOCUS: IN THIS CASE STUDY Like all companies, Bankia’s success and growth is dependent on ENTERPRISE high levels of productivity and efficiency of its employees. However, LEARNING Bankia, formerly Caja Madrid1, recognized that many manual processes in use across its network of offices were resulting in productivity challenges. As part of its response, beginning in 2009 ORGANIZATION the organization introduced the “zero paper project”2 to realize its AND GOVERNANCE vision of implementing a digital office environment through a focus on technology innovation and corporate social responsibility. LEARNING PROGRAMS To that end, Bankia implemented a series of measures focused on transforming the work processes of its employees for widespread CONTENT adoption of electronic-based systems. This included generating DEVELOPMENT electronic files for all main business processes, including training. The learning organization searched for a suitable solution for its training LEARNING content production and management, even while rolling out a MEASUREMENT technology training initiative to thousands of employees. LEARNING SYSTEMS 1 On June 27, 2011, Caja Madrid, one of the oldest of Spanish savings banks, merged with six other savings banks to form Bankia. Throughout this INFORMAL case study, we refer to the subject company as both Caja Madrid and Bankia. LEARNING 2 For more on Caja Madrid’s “zero paper” project, which dates back to 1999, please visit http://www.cajamadrid.com/Portal_Corporativo/html/ RSC06/ing/9-3_proyecto_cero_papel.html. THIS MATERIAL IS LICENSED TO EXACT LEARNING SOLUTIONS FOR DISTRIBUTION ONLY. BERSIN & ASSOCIATES © DECEMBER 2012 • LICENSED MATERIAL 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 Madrid’s merger in 2011 with several other banks that formed Bankia, Spain’s largest bank. 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. 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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: Financial Services • 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