The Royal Bank of Scotland brought e-learning to the heart of its operations.
The company built a dedicated training and communications network (TCN) which delivers e-learning to 650 branches in the UK, reaching a maximum of 20,000 staff. Each branch has a multimedia training and communication PC (TCPC), linked via satellite and ISDN to the company’s Intranet, Orbit.
Over 100 hours’ worth of learning content is available, arranged in role matrices aimed at customer advisers and customer service officers. Each matrix holds modules designed specifically to support and develop personnel within these roles.
The TCN also allowed the bank to create a virtual classroom where staff in diverse locations can tune into a facilitator-led broadcast event.
Creating this network represented a challenge both in terms of the technology required and in ensuring the delivery mechanism would be accepted and used by the staff. HR development acted as project manager for the implementation of the network, ensuring all external and internal suppliers were able to operate effectively while minimising any disruptive impact the new system could bring to the end-user.
A definition workshop outlined the development process for the project and saw the creation of a virtual team through which all parties would receive clear guidance on their role and responsibilities while appreciating the skills and roles of other players.
The role matrix programmes developed for customer advisers and customer service officers were created by project consultants who worked with relevant sections of the business to identify the requirements and definitions for each role. It then contracted out the development of training products to e-learning solution providers.
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Ultimately, the TCN was a joint business venture with corporate affairs which, having reviewed the existing communication infrastructure for the branch network, found improvements could be made. The multimedia workstations offered an ideal platform to enhance communication and, by combining the needs of both departments, it was possible to show that the project would pay for itself within the first two years.
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Astron change management team
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