Post on 25-Dec-2015
euro.ba.n.qu.a. project
Knowledge Management and Human Performance Improvement at CGD
E-Learning Strategy and implementation process
Athens, 15th February 2008
CAIXA GERAL DE DEPÓSITOS
Established in 1876, honoured by it´s credibility and experience, but willing to seize opportunities resulting from an ever-expanding and changing market.
Developing bonds and relationships
with people in over 21 countries.
Caixa is the leading Portuguese financial institution
A Profitable Company
654.0 665.0 667.0
448.0
537.7
733.7
2001 2002 2003 2004 2005 2006
Millions of Euros
Annual Growth of Net income
31%
30% 22%
24%
(*) Excluding securitised credits
Customer DepositsLoans and Advances
to Customers*
Mortgage Lending * Insurance
1st
Ranking2006
1st
Ranking2006
1st
Ranking2006
2nd
Ranking2006
Market Shares
1st national, 3rd Iberian and 6th European in Project FinancePFI - Project Finance International
Unit Trust Funds Leader in Portugal Associação Portuguesa de Fundos de Investimento, Pensões e Patrimónios
CGD continues to enjoy 1st place in terms of banking reliability in the eyes of the Portuguese
Best Equity House in Portugal Euromoney 2006
Highest ratings awarded to a Portuguese bankMoody’s, S&P, Fitch
1st Insurance Group in Portugal, leader in life and non-life insurance branchesAssociação Portuguesa de Seguradores
Best, most solid bank, best customer inquiries facilities, clearest and most reliable information; highest trust ratio levels in eyes of bank customersBasef 2006
Bank with most widely used internet banking service and highest customer satisfaction indices Netsonda 2006
Strategic Vectors
Customer oriented
Consolidation of the Group
Leadership of the financial sector
Internationalisation of Group activities
Mission
Assuring the activity of CGD Group is Customer oriented and maintaining a
leading role in promoting growth and fostering innovation in the domestic
market while upholding the highest professional and ethical standards in
doing business and safeguarding a solid financial position.
Mission & StrategyMission & StrategyMission & StrategyMission & Strategy
International Platform
MADEIRA ISLAND
CGD Offshore
UNITED KINGDOM
CGD London Branch
SPAIN
Banco Caixa Geral
Fidelidade Spain Branch
LUXEMBOURG
CGD Luxembourg Branch
FRANCE
CGD France Branch
Fidelidade France Branch
MONACO
Monaco Branch
SWITZERLAND
CGD Representative Office
GERMANY
CGD Representative Office
BELGIUM
CGD Representative Office
EuropeEurope
UNITED STATES
CGD New York Branch
CAYMAN ISLANDS
CGD Cayman Islands Branch
BRAZIL
CGD and Banco Caixa Geral Representative
Office – S. Paulo
MEXICO
Banco Caixa Geral Representative Office
VENEZUELA
CGD Representative Office
AmericaAmerica
CAPE VERDE
Banco Comercial Atlântico
Banco Interatlântico
GARANTIA
PROMOTORA
SÃO TOMÉ AND PRÍNCIPE
Banco Internacional de
S. Tomé e Príncipe
MOZAMBIQUE
BCI FOMENTO
SOUTH AFRICA
Mercantile Bank
AfricaAfrica
CHINA- ZHUHAI
CGD, SA, Zhuhai Branch
CHINA- MACAO
Banco Nacional Ultramarino, SA
CGD Offshore
CHINA- SHANGHAI
BNU Representative Office
INDIA
CGD Mumbai Representative Office
CGD Pagim Representative Office (Ext.)
EAST TIMOR
CGD East Timor Branch
AsiaAsia
HR at CGD –employees/branches trend
0
2000
4000
6000
8000
10000
12000
1980 1985 1990 1995 2000 2006
Employees
0100
200
300
400
500
600700
800
1980 1985 1990 1995 2000 2006
Branches
40,9
28,423,9
19,214,9 14,3
0
10
20
30
40
50
1980 1985 1990 1995 2000 2006
Employees / Branches
E-Learning Strategy
Defining and implementing a (new) training model
that effectively supports the development of
competences and knowledge of CGD Group
employees through a blended learning strategy,
taking advantage of the synergies between
remote learning and instructor led training, as
well as the implementation of a technological
solution.
E-Learning Project
•Defining an e-learning Strategy that supports the defined goals
•Implementing an e-learning Solution
e-Learning Strategy Project
e-Learning Solution Project
E-Learning Implementation Strategy
Defining a new
Training model
Defining a new
Training model
Defining a new internal structure for the Training Department
Defining a new internal structure for the Training Department
Communication Plan for the
new Training model
Communication Plan for the
new Training model
Business Case
Business Case PilotPilot
e-Learning Strategy Project
e-Learning Solution Project
Communication Plan
ColaboradoresKey Players Key Players
Empresas do Grupo
-
EmployeesKey Players Key Players
Top management of HR and Technological
Departments
Top Directors
Middle management
Top Communication
Middle level implementation
Group
Management
Middle level implementation
E-Learning Solution
Solution Design
Solution Design
Developing and testing the solution
Developing and testing the solution
Training Training Roll OutRoll Out
e-Learning Strategy Project
e-Learning Solution Project
Chronology
e-learning start-up (February)2003
2004 New courses and new features
Development and deployment of the pilot courses (August)2002
2005 Partnership agreement for development and framework consolidation
Project analysis/market benchmark and vendors’ selection
2001
2006 Setting up the e-learning Team
2007 LMS Upgrade and establishing Monitoring Models
Present Situation
• E-learning represents some 25% of the total training volume of the last years (since 2003).
• Growing internal recognition. Requests of several departments to develop courses that support their performance.
• More appealing, rich and effective training experiences.
… more than 120 courses
The initial offer was mainly aimed at covering information system issues, application software and banking techniques.
Recent course development has been designed more towards soft skills training and business themes.
Framework “e-Learning Factory CGD”
Digital & media
conversion
Target group & primary objectives definition
Pedagogical & technical
model definition
Storyboard, Interface design
& PrototypeImplementation
Assessment & Communication
Quality Control
Content analysis & definition
Instructional Design Principles
Modularisation
Graphics and MultimediaAssessment and Exercises
Active Learning
"On-line learning is not about taking a course and putting it on the desktop. It is about a new blend of resources,
interactivity, performance support and structured learning activities".
Elliot Masie - the masie centre www.masie.com
Instructional Design Principles
• Modularisation – hierarchical design based on the translation of general objectives into specific objectives, matching each pedagogical unit to a specific learning goal.
Independent modules
that can be used in
any training product
referring to that
specific objective.
Instructional Design Principles
• Relevant and adequate feedback
• Contiguity
• Repetition
• Demonstration and application
• Different types of questions, forms and evaluation moments.
Assessment and Exercises
Instructional Design Principles
• Active Learning
Learner-centric approach
Problem-based Learning
techniques
Variety of pedagogical activities
Games, simulations and role-
playing
Relevant for the pedagogical and professional objectives
Instructional Design Principles
• Graphic Aspects and Multimedia
• Use of contextualised and limited media elements
• Consistent use of simbology• Use of metaphors, avatars and pictures to
obtain a higher emotional engagement• Principle of contiguity• Consistent use of colour palette
Challenges
• Promoting richer and more appealing learning experiences
• Promoting the SME’s engagement and skills development in the e-Learning process
• Aligning the training production cycle with the business time-to-market cycle
• Sustaining communicational mechanisms to motivate e-learners
• Facilitating the collaborative interactions and defining a flexible tutoring model for large numbers
• José Ribeiro Rodrigues
jose.ribeiro.rodrigues@cgd.pt
Obrigado!Obrigado!
Thank you!Thank you!
EFHARISTO