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