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.
Caixa is the leading Portuguese
financial institution
Developing bonds
and relationships
with people
in over 21
countries.
Annual Growth of Net income
A Profitable Company
733.7
654.0
665.0
667.0
537.7
448.0
2001
2002
2003
2004
2005
Millions of Euros
2006
Market Shares
Loans and Advances to
Customers*
Customer Deposits
Ranking
2006
Ranking
2006
1st
2nd
Mortgage Lending *
Ranking
2006
1st
(*) Excluding securitised credits
Insurance
Ranking
2006
1st
Highest ratings awarded to a
Portuguese bank
Moody’s, S&P, Fitch
1st Insurance Group in Portugal, leader
in life and non-life insurance branches
Associação Portuguesa de Seguradores
Best, most solid bank, best customer
inquiries facilities, clearest and most
reliable information; highest trust ratio
levels in eyes of bank customers
Basef 2006
Bank with most widely used internet
banking service and highest customer
satisfaction indices
Netsonda 2006
1st national, 3rd Iberian and 6th
European in Project Finance
PFI - 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
Mission & Strategy
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.
Strategic Vectors
Customer oriented
Consolidation of the Group
Leadership of the financial sector
Internationalisation of Group activities
International Platform
Europe
America
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
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
Africa
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
Asia
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
HR at CGD –employees/branches trend
12000
800
700
600
500
400
300
200
100
0
10000
8000
6000
4000
2000
0
1980 1985 1990 1995 2000 2006
1980 1985 1990 1995 2000 2006
Branches
Employees
50
Support
Services
17%
40
30 40,9
20
28,4
23,9
10
0
1980
1985
1990
19,2
1995
Employees / Branches
14,9
14,3
2000
2006
Branches
71%
Abroad
12%
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
e-Learning Strategy Project
e-Learning Solution Project
Defining a
new
Training
model
Defining a
new internal
structure for
the Training
Department
Communication
Plan for the new
Training model
Business
Case
Pilot
Communication Plan
Top Communication
Middle level implementation
Top
management of HR
and Technological
Departments
Group
Empresas
do Grupo
Top Directors
Middle level implementation
Middle management
Management
-
Key Players
Employees
Colaboradores
Key Players
E-Learning Solution
e-Learning Strategy Project
e-Learning Solution Project
Solution
Design
Developing
and testing
the solution
Training
Roll Out
Chronology
2001
Project analysis/market benchmark and vendors’ selection
2002
Development and deployment of the pilot courses (August)
2003
e-learning start-up (February)
2004
New courses and new features
2005
Partnership agreement for development
and framework consolidation
2006
Setting up the e-learning Team
2007
LMS Upgrade and establishing Monitoring Models
Present
Situation
25%
Instructor-led
e-Learning
• E-learning represents some 25%
of the total training volume of the
last years (since 2003).
75%
• 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.
e-Learning Training Subjects
Business
Economics/Management
Support Systems & Applications
Banking Services & Banking Products
Financial Techniques
Specific Techniques
HR & Softskills
Market & Risk Management
 Recent course development has been
designed more towards soft skills training and
business themes.
Framework “e-Learning Factory CGD”
Target group
& primary
objectives
definition
Assessment &
Communication
Quality
Control
Content
analysis &
definition
Pedagogical
& technical
model
definition
Storyboard,
Interface design
& Prototype
Implementation
Digital &
media
conversion
Instructional Design Principles
"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
Modularisation
Assessment and Exercises
Active Learning
Graphics and Multimedia
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
 Assessment and Exercises
•
•
•
•
•
Relevant and adequate
feedback
Contiguity
Repetition
Demonstration and
application
Different types of questions,
forms and evaluation
moments.
Instructional Design Principles
• Active Learning
 Learner-centric approach
 Problem-based Learning
techniques
 Variety of pedagogical activities
 Games, simulations and roleplaying
 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
Obrigado!
Thank you!
EFHARISTO
• José Ribeiro Rodrigues
[email protected]