Case: Training Relationship Managers at KCB Group The KCB Group, headquartered in Nairobi, Kenya, offered by KCB, data analysis skills and the ability to has 359 bank branches located in Uganda, Tanzania, connect independent pieces of information, commuRwanda, Burundi, Ethiopia, and South Sudan. In nication skills, and increased business knowledge to the last three years, the number of in-person trans- help predict customers' future needs based on past actions made at the bank branches decreased from transactions and interactions. The training program 36 percent to 12 percent as more customers relied took place online and in person at each branch. on online banking tools. The company decided it What outcomes should KCB Group collect to determine was necessary to train branch staff who served as the effectiveness of the new training program? What relationship managers so that they were better pre- the effectiveness of the new training program? pared for digital banking. Staff needed to better evalualion design should banking solutions that would meet their needs. The Sources: Based on S. Castellano, "Preparing for the New World talent development team designed and launched the of Banking," T+D (2020 Best Practices), pp. 19-20; "KCB at a Universal Relationship Manager Program. The program's focus was on improving the following: Understanding of the variety of products and services
offered by KCB Group and how to effectively communicate them to customers.
To determine the effectiveness of the new training program, KCB Group should collect the following outcomes:
1. Increased usage of online banking tools: Measure the percentage of customers who have started using online banking tools after interacting with relationship managers who received the training. This can help assess if the training has effectively equipped relationship managers to promote and encourage the use of digital banking solutions.
2. Improved data analysis skills: Assess the ability of relationship managers to analyze customer data and identify patterns or trends that can help predict future customer needs. This can be measured by evaluating the quality and accuracy of data analysis performed by relationship managers before and after the training.
3. Enhanced communication skills: Evaluate the effectiveness of relationship managers in effectively communicating with customers regarding digital banking solutions. This can be measured through customer feedback surveys or assessments of relationship managers' communication skills during customer interactions.
4. Increased business knowledge: Measure the relationship managers' understanding of various banking products and services. This can be done through pre and post-training assessments or evaluations of the relationship managers' ability to provide accurate and comprehensive information about banking solutions to customers.
5. Improved customer satisfaction: Measure customer satisfaction levels with the support and guidance provided by relationship managers. This can be done through customer surveys, feedback forms, or Net Promoter Score (NPS) evaluations.
By collecting these outcomes, KCB Group can assess if the training program has effectively enhanced relationship managers' skills and knowledge to better serve customers in the digital banking context.