The Gjensidige Academy. The what, why and how

Transcription

1 The Gjensidige Academy. The what, why and how Mårten Skjøstad, Head of HR Gjensidige Insurance Estonian Human Resources Management Conference th of April in Tartu

2 Hidden picture - The Gjensidige Academy. The what, why and how In 2010 Gjensidige Insurance won the prestigious prize: Competence award given by HR Norway for the company s systematic and overall approach to competency development. The company has a clear vision to become an extremely customer focused company as this is viewed as the only competitive business strategy. The academy is an critical part of this strategy. What is the Gjensidige Academy? Why is Gjensidige doing this? How is it really in done in practice? The current Gjensidige Academy was formally founded in 2008, but this was based on years of experience from different variations of schools, programs and courses. The Gjensidige Academy has two main branches: the leadership academy and sales and claims schools. The sales and claims schools are an important element in building the company brand through standardized and compact competency programs for employees and managers and systematic development of excellent customer communication and customer service. The sales and claims schools focus on skills such as customer experience, training culture, performance based coaching, best practice, sales and claims proficiency. The main benefits are changes in employees behavior and attitude and a broader understanding of the significance of management support. Additionally, Gjensidige has found that there is a connection between employees who perform well at the school, customer satisfaction and employee performance. The participant will learn how people development, that underpin the company s strategy, can be organized, implemented and run. The session is primarily for participants who are interested in people development. The session will be open for questions and discussions. The session can also be adjusted to specific areas within people development that the participants are particularly interested in. 2

3 Who are we?

4 Where are we going? We ensure customer satisfaction We always keep our promises «We shall know the customer best and care the most» We make the difficult easy We always deliver quality 4

5 How can we achieve that with more than 2 million customer contacts per year? 5

6 How can we deliver on our vision when 6 your house is burning?

7 How can we deliver on our vision when 7 you are involved in an accident?

8 8 you get seriously ill? How can we deliver on our vision when

9 How can we deliver on our vision when 9 when you are busy?

10 What are the Gjensidige Academy s business drivers? Time to market Increased quality Employer branding

11 What is important to focus on in order to reach our vision? Knowledge Skills We shall know the customer most and care the most Attitude Behaviour 11

12 Why do we put our money into competency development? Number of employees The vital many Effect of comptency investments? Low performers Low potential Normal performance Normal potential High performers High potentials Performance 12

13 How deliver on competency development? Gjensidige Academy Owner: CEO Board Salesschool Claimsschool Leadership Standard courses E-learning Administration An overall and systematic approach to competency development 13

14 What do you what to hear about? - Choose your topic 1. How do we implement our learning? 2. What is our Leadership development model? 3. Can you show us a practical training case? 4. How do we get management support? 5. What teaching methods are used to develop the right attitude and behaviour? 6. How do participants practise and get evaluated? 7. How has Gjensidige developed competency over time? 8. What is the process for keeping the courses updated? 9. How do we make use of e-learning? 10.How is the Academy managed? 11.How is the Gjensidige Academy financed? 12.Why did we win the competency prize? 14

15 How do we implement our learning? - example from our sales school Module 1 Module 2 Module 3 Module 4 Module 5 The customer experience Customer communication Customer communication Customer communication Certification Ethics in sales Motivation Sales Goals and goal setting Training culture Sales training Team and team development Sales training Sales profession and product training Emotional sales Sales training Sales profession and product training Sales Sales training Sales profession and product training 4 days Intermediate period 1 4 days Intermediate period 2 3 days Intermediate period 3 3 days Intermediate period 4 3 days Practice Practice Practice Practice Training Training Training Training Commitments Commitments Commitments Commitments 15

16 The Gjensidige Leadership Academy - a corporate model for Leadership Executive High potentials Core Focus Coaching Business area revitalise Feedback Business area start up Change Management Developing People II Decision Making Rhetoric Right from the start Leadership Summit Sales Manager School Claims Manager School Managing Process Leading Culture Developing People Leadership platform/ strategy/ guiding stars

17 The Gjensidige Experience and the worksheet To attain full effect of the Gjensidige Experience, we have to make sure that all out employees live according to the GjensidigeExperience guidelines: We make the difficult easy We keep our promises We always deliver quality We ensure customer satisfaction The worksheet is a tool developed to ensure implementation of the GjensidigeExperience.. 17

18 Managing process - practical management Objective: effective use of resources and a fast route to practical management Managing Process consists of three parts: A conversation and training with own manager Conversation and training with HR Partner Self-study All parts have template. To be able to complete, the participants have to pass a web based test Documentation is available in our Manager's tool box

19 What is the process for keeping the courses updated? Close cooperation between the Academy and fix individuals from various business departments The department that provide the basis for the course and owns the course. The Academy is responsible for the education and teaching methods Each course is evaluated by the participants and the feedback is given back to each responsible for the course or session. 19

20 How is the Academy managed? Owner CEO Vision, objectives and main sponsor Board Determine main areas for competencies Overall priorities of target groups The Academy Education methods and evaluation Budget Practical use of resources and implementation Administration Business Proposes learning needs Content owners 20

21 How do we make use of e-learning? Everything is produced by our internal e-learning group. Standard e-learning: Courses explaining products, systems, legislation, business models, culture, ethics, etc. that have a time horizon of at least a couple of years. Focus Periods: Special measures around products to be distributed to users at the same time as it coordinates current initiatives. Minute Courses: Contain important information about changes in a computer system or new rules to be followed. Process driven e-learning: Process sensitive e-learning directly connected to our production systems. By clicking on a Help button you come to the right page in an e-learning course that explains the next step in the process Instructional film clips: This may be a message from management, an instruction, a greeting card or the like. Comparable to film clips on Youtube. 21

22 What does it take to succeed? Practice Feedback Practice Feedback Practice Feedback

23 Let s practice Any volunteers? 23

24 How do we get management support? Managers also have to train and pass an exam Top management are active role models Inspirer People developer Organiser 24 Managers are instructors and examinators Managers shall follow our leadership platform and be cultural role models

25 What teaching methods are used to develop the right attitude and behaviour? Preparations 1. Train with your manager helpmate 2. e-leaningcourses 3. Participate in webconfernces 4. Evaluationsforms Preparations for evey module Listen and learn from colleagues Role play observation feedback - reflection Step by step training short theory sessions a lot of training 25 Use of video

26 How do participants practise and get evaluated? Behavioural indicators 1. Listening skills 2. Understanding by signals Date.. Description.. Main goal Area for evaluation 1). 2). 3). Strengths Developmentareas 3. Emotional presence 4. Humour 5. Use of your voice Exam: pass or fail Date for the next practice... Practice between modules with practice journal, evaluation form and coaching from manager or mentor. 26

27 How has Gjensidige developed competency over time? Business value Measurable business value Culture for practice and feedback and new learning methods The Gjensidige Academy Systematic, long term and linked to business value Local programmes Inconsistent quality Random learning Focus on products and ad hoc planning > 2011-> Time and experience

28 How is the Gjensidige Academy financed? The Gjensidige Academy has a budget for: External consultants who are instructors Develop spesific courses and content Labours costs for administration personnel, and managers Rent of premises Catering The business has a budget for: Travel and hotel expenses 28

29 The competency price was awarded to Gjensidige Insurance because of Overall and systematic long term work Clearly linked to the company s vision and strategy. Strong top management support The competency development is highly valued by employees and is considered as a competitive edge in recruitment 29

30 30 Questions