Blended Learning

Building the Business Case
for Blended Learning
George Katsouranis
Learning Manager
Piraeus Bank Group

A brief agenda

• Who we are
• Blended learning interventions: When,
why and what do we blend
• Developing blended courses: design
“illusions”, common “traps” and things to
avoid
• The most valuable ingredients to success
• Q&A
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007
3rd Annual E-Learning Conference for Financial Institutions

Who we are

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

A success growth story
Key Information and Figures
• Universal Bank with focus on high margin segments (SMEs and Retail
Banking)
• Fourth largest Bank in Greece, grown both organically as well as
through M&A
• Growth orientation: opportunities in Greece and the neighbouring
geographic region
• 9,803 employees and 550 Branches in 8 countries
• Successful management track record combined with young & well-
trained workforce.
• Strong technology orientation
• Assets of €34.5 bn
• Loan portfolio of €22.8 bn with a market share of 12.8% of the Greek
Market
• Ratings: Moody’s A1, S&P’s BBB+, Fitch BBB+ (positive outlook)

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Who we are
Total Assets (€) 30,9 Lending Sector Market Share (%) 12,4
30 11,6
23,5 11,0
12 10,3
25 10,0
16,8 10
20 14,9 7,6 8,1
14,7
8 6,2
12,3
15 10,5 6
8,1
10 4

5 2
0,08 0,3
0 0
1991* 1999* 2000* 2001* 2002* 2003 2004 2005 2006 1991 1999 2000 2001 2002 2003 2004 2005 2006

600
Branch Network Human Resources 9.253
536
8.151
500 Greece Abroad 9.000 Greece Abroad
449
400
235 7.500
5.934
176 5.457
309 6.000
300 257 4.333 4.302 4.743
214 241 301 3.947
196 273 4.500
200 164 221 249
195 210 3.000 5.774
5.138 5.518
180 4.305
4.942
3.774 4.098 3.940
100 154 1.500
12
0 215
0

1991 1999 2000 2001 2002 2003 2004 2005 2006 1991 1999 2000 2001 2002 2003 2004 2005 2006

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

A success growth story
Strategic Financial Targets for the period
2007 - 2010
• After tax profit CAGR by 24% for the 4-year period 2007-
2010 (from €435 mn in ’06)
• Pre tax profit excl. trading gains CAGR by 30% for the 4-
year period 2007-2010 (from €388 mn in ’06)
• Sustainability of after tax ROE at 30% for the period 2007-
2010
• Reduction of Cost to Income ratio below 44% by 2010
• Improvement of NPLs ratio below 2.0% by 2010

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Piraeus Bank Strategic HR Toolkit

•Human Resources Planning • Performance Appraisal •Identification of “talents”
Systems
•Selection and Recruitment • Coaching culture and personal development
Tools and Policies cultivation plan design

Continuous
Actively
Attracting Learning Retaining and Supporting
Managing Rewarding
the best of and Developing Work – Life
People People
the Market Knowledge Talents Balance
Performance
Sharing

•Complete Training Curriculum •Competitive compensation
•Modular “Schools” and “Academies” and benefits program •Support Policies,
•Local Knowledge Sharing Initiatives •Attractive sales bonus Wellness Programs
•e-Learning schemes

HR Metrics, Systems & Internal Communication

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Where we are today
Learning & Performance Development in PBG

• A highly motivated team of 10 people
o 5 Learning Administrators + 4 Learning
Consultants
• Our resources and infrastructure
o 2 main training centers and 4 regional
o 2 e-learning dedicated servers with Net
Dimensions ekp 4.6
o PeopleSoft HRMIS
o Intranet pages

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Where we are today
Our curricula
• 36 active inhouse instructor – led courses
• 120 active e-learning courses
• 3 Modular Certification Programs
• 5 Modular Schools - Academies
• Specialized External - Public Courses
• Systematic induction training for branch new
hires
• Local Product Workshop system
• Graduate Programs and Professional
Qualifications funding
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Where we are today: Some Key figures
Allocation of TMH According to Learning Mean within
Piraeus Bank
200000

150000
84.392
100000 75.320
53.800
50000 31.080
80.397
62.387 58.440 41.876
0
2006 2005 2004 2003

Classroom e-learning

Training Metrics 2000 – 2006 Training Man Hours / FTE
within Piraeus Bank
805.000 Training Man Hours 40 37
(325.000 through e-learning) 35 33,21
28,45
43.000 Participants in training 30
(18.000 in e-learning) 25 20,18
20
4.000 Training Sessions
15
10
Quality Indicators 5
Average Learning Experience 0
2003 2004 2005 2006
Quality Rate: 86%
(E-Learning LEQ: 80%)

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Blended learning interventions:
When, why and what do we blend

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Blended Learning Interventions:
• Blended Learning is the combination of multiple
approaches to learning. Blended learning can be
accomplished through the use of 'blended' virtual
and physical resources (Wikipedia)

• Blended Learning is learning that is facilitated
by the effective combination of different modes of
delivery, models of teaching and styles of
learning, and founded on transparent
communication amongst all parties involved with
a course. (Heinze and Procter)
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Results Evaluation
Results Evaluation

Coaching
Coaching
Blended Learning Action
Action
Learning
Learning
Intervention
Printed
Printed Collaboration
Collaboration
Material
Material e- Tools
Tools
om Le
ro g ar
ss in ni
la in
C a
ng
Pre-course Tr
Pre-course
Assignments
Assignments
OJT Assessments
Assessments

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• We should blend classroom with
e-learning when:
o The subject requires pre-reading or pre-course
evaluation
o The course audience is not on the same level
o The course requires theoretical background
o To reinforce or remind knowledge acquired in
the classroom

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• We should blend e-learning with
classroom when:
o The subject is too complicated to be covered only
through e-learning
o We need to motivate people towards a stretching goal
or to transmit emotionally charged messages
o We want to ask for feedback or generate discussions
on specific issues
o We need to conclude with an action plan
o We have to be sure that they will get all the
appropriate knowledge or skills to support or achieve
business goals
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Developing blended courses:
design “illusions”, common “traps”
and things to avoid

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Developing Blended Courses:
Illusions, Traps and Pitfalls

Rule No1:

Blending is not simply putting two or
more interventions together in a
sequence

The External Trade Case
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rule No2:

The instructor / facilitator of the course
should be fully involved in the design of
the blended solution

The Consumer Lending Certification Case
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rule No3:

Don’t blend just for the shake of
blending

The Financial Statements Analysis Course Case

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rule No4:

Blending is not always the cheapest
solution

The Deposits and Means of Payments Case

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rule No5:

Blending is not always the fastest
solution

The Starting Point Case

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

The most valuable ingredients to success

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


The ING Piraeus 10 Case

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

The most valuable ingredients to success:
• A bancassurance unit linked product based on a
Put Option
• Objective: €35 mn assets within 50 days
• Preparation period for the sales network
(branches): 20 days
• Preparation period to design training
interventions: 20 days
• Target audience: min 900 p in 100 cities in Greece
• High product complexity
• Only 3 instructors competent to present the
product
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• The business objective: Bring €35 mn
assets
• The performance gap:
o Usual production of investment products: €16 mn/month
=> €26 mn/50 d (- customers with short and middle term
horizon)
o Complex product with long term investment horizon =>
specialized knowledge required to sell the product

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• The design approach:
o Form the project team
o Analyze the audience,
o Set the learning objectives,
o Design & compile the most effective learning objects for
each audience
o Prepare the logistics
o Assign the appropriate means to the appropriate audience
o Communicate the intervention as a whole

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• Combination of means and methods
o Product briefing for Branch Managers
o E-learning for selected salespeople in branches
o Classroom training, totally complementary to e-learning
o Local Product Workshops

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• Involving the right people
o Get the commitment of the Area Managers and the Branch
Managers to boost training inside the branch
o Bring to the classroom the most experienced in
investment products account managers and assign them
local trainers role

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Discuss with your
Discuss with your
team:
team:
What are the other
What are the other
information not
information not
included here, that
included here, that
should be given to
should be given to
potential investors
potential investors

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


• The results:
o €35,5 mn assets
o Liquidations within 6 months: 3 customers
o c. 1820 p trained
630 of them through e-learning and local product workshop,
300 through classroom training, e-learning and local product
workshop,
300 through product briefing, and
590 through local product workshop
o Total Investment: €55.500 (€30/p or €9,56/mh)

Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Rule No.6:
Understand the business objectives:
Focus on the performance gap

Rule No.7:
Involve all the right people

Rule No.8:
Holistic approach in the design stage:
Combine means and methods
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007


Rule No.9:
Get the learner to participate actively

Rule No.10:
Brand the program and promote it as a
whole

Rule No.11:
Evaluate the results together with the
business units
Rome, 5 – 6 June 2007
Rome, 5 – 6 June 2007

Building the Business Case
for Blended Learning

Thank you for your attention…

…at your disposal for questions

George Katsouranis
Learning Manager
Piraeus Bank Group
t: +302103288522 f:+302103288539
katsouranisg@piraeusbank.gr

Blended Learning

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