Bank Renaissance (WebTutor)

1. Company Description

1.1. The industries in which the company works

Banking business

1.2. Territorial Distribution

55 branches, about 200 sales points

1.3. Number of Staff

About 6500 employees

1.4. Staff Categories Who Use the System

All employees of the bank (both heads, and non-management employees)

2. Solved Problems / Assigned Tasks

2.1. Business Requirements For Implementation

The main objective – Carrying out distance learning and testing of employees And also:

• Increase in effective management of a talent pool of bank (selection of the necessary employees to the corresponding positions)
• Accumulation and preserving of knowledge
• Availability of training to all employees in all branches

2.2. What business processes had to be automated (assessment, training, personnel recruitment, the expense accounting on training, etc.)

• Studying of electronic rates in the independent mode
• Testing of employees based on training
• Personel assessment including by a technique of 360 degrees
• Creation of the knowledge base (the reference information on products)
• Management of career of employees

2.3. Criteria of Successful Implementation at the Planning Stage

• System operation in those scales which were necessary: from Kaliningrad to Magadan.
• Successful system operation via secure channels.
• Stable system operation at the heavy load connected with simultaneous testing of very large number of employees.
• Setup of the necessary process automation connected with carrying out DO and testing.

2.4. Project Planning (Requirements, Analysis of Business Processes).)

The analysis of business processes under which then the corresponding functions of a system were registered was carried out. The internal tender was held, the possibility of import/export of Big Bank Tests provided in it was a decisive factor of the choice of the WebTutor system.

3. Project Parameters

3.1. Terms of Implementation and Milestones of the Project

Installation of a system – October, 2007 Setup and filling of a system – till March, 2008 Test start on branches – March – April, 2008 Commercial operation of a system – since May, 2008

3.2. Project Team on Customer Side (from IT and grom HR). Roles in the Team, How the Interaction Took Place

• SDO group (System administrators and developers el. rates) – 5 – 6 people
• The testing specialist – part-time employment
• The personel assessment specialist – part-time employment
• IT specialists – part-time employment on the project

3.3. The Main Difficulties During the Project

• Absence of the Internet in some branches use of the encoded communication channels
• Periodically "jumping out" small errors in system operation
• Weak capacity of communication channels in some branches

3.4. Did the Time and Financial Costs Correspond to the Previously Planned

Yes, corresponded.

3.5. What restrictions of IT infrastructure affected the project

• Use of the encoded communication channels
• Temporary narrowings of communication channels in branches

4. Project Development

4.1. Development plans (what automation of business processes is still planned)

• Further development of electronic rates
• Testing of candidates at employment
• Assessment of employees
• The expense accounting on training
• Creation of the Corporate Portal based on the WebTutor system
• Document flow

4.2. Filling With Content - How to Solve the Problem

Electronic directions rates are developed:

• Adaptation rates
• Rates on products of bank
• General powers rates

Rates practically in all directions are developed by forces of specialists of bank. It is dictated by need of the maximum binding to banking practice in general, and work in Vozrozhdeniye bank in particular. On outsourcing only the rates requiring very narrow or licensed specialists are given.

4.3. Team to Support and Develop the System

• SDO group (System administrators and developers el. rates) – 5 people
• The testing specialist – part-time employment
• The personel assessment specialist – part-time employment
• IT specialists – part-time employment on the project during the changing of the version of a system, creation of certain settings of a system and support of its working capacity

5. Project Results

5.1. Results (Quantitative And Qualitative)

• The Educational portal available in all bank branches is open
• All reference information on products is placed in the Knowledge base on the Portal
• For the first half a year of work of the portal several thousands of employees passed test already.
• A large number of electronic rates is developed
• Within requirements of the Central Bank via the Portal training and testing of employees concerning counteraction of legalization (washing) of income gained in the criminal way, and to terrorism financing is organized.
• The assessment of 200 heads by a technique of 360 degrees is carried out (including a self-assessment and assessment of subordinates)

5.2. Economic Efficiency

Formal calculations were not carried out, but very good feedback based on functioning of a system in bank was received from heads, and managers ask to appoint to the employees subordinated to them electronic rates. Without the DO system it would be impossible to hold mass testing of employees in short terms. A system helps with process of adaptation of new employees. Time due to reduction of the routine transactions connected with the organization and carrying out training and personel assessment and also drawing up reports is saved. Resources of bank when carrying out training and personel assessment in branches are significantly saved.

5.3. The Most Significant Results Are Something Most Notable

All history of the training and estimated actions is stored in base, it became easy to trace what rates and tests employees did not pass yet and what already passed and with what result. It became convenient to create reports on results of training and personel assessment.

5.4. Reaction of Staff of the Company on System Implementation

Generally reaction of employees to system implementation was very good, they consider it useful, saving time. But there are also dissatisfied employees who do not wish "spend working time unclear on what", the SDO group tries "train" such employees, convincing them of expediency of passing of electronic rates.

5.5. A feedback from management of the company according to the results of system implementation.

Managers of bank, generally use of the DO system all pro. But there are managers relating with mistrust to DO, such, however, units and it is connected more likely just with fear of computers. The management of bank is enough results of system implementation and unanimously pro its further development.