Training in the Financial Services Industry
1. Dividends Paid
T+D, v60 n1 p26-29 January 2006
This article provides an overview of how financial institutions deliver complex, highly regulated content to worldwide audiences. The use of e-learning and blended learning delivery is growing but instructor-led (ILT) continues to represent a large portion of training delivery. The nature of what financial services employees and customers need to know is pushing greater accountability to track knowledge acquisition for these groups.
2. Now Hear This
T+D, v59 n9 p53-57 September 2005
This article explains how Capital One is using podcasting to deliver training to its 15,000 employees. Podcasters produce digital audio programs which are compressed and made available on the Web for Capital One employees to download.
3. Rapid Integration Eases Bank Reinvention
T+D, v59 n8 p40-43 August 2005
The acquisition of Union Planters by Regions Financial Corporation in 2004 was a smooth integration; it also posed challenges for bank operations. Ensuring that the most critical workers would perform at the highest level after the cutover to new processes and systems became the focus of the organization's learning initiative. The partnership forged by the lines of business, the organization development function, and the learning function pushed the merger learning initiative forward. Because the learning was relevant and urgent, employees quickly embraced learning initiative. As a side benefit, employees now place a higher value on learning in general, and e-learning in particular.
4. Training at the Fed Goes Hybrid
LEARNING CIRCUITS, v6 n1 January 2005
This article details the creation and development of a course design process used successfully at the Federal Reserve Bank for comprehensive courses on identity theft and internal controls for examiners in all 12 districts. The authors describe tapping into the expertise of subject matter experts and graphic designers to help with this project. The net result was the creation of two successful programs and a design process that works.
5. Case Study: AmeriCredit Partners with Ninth House for LMS Success
LEARNING CIRCUITS, v5 n3 March 2004
This article describes how AmeriCredit introduced organization-wide coaching and leadership training programs leveraging their LMS. The author outlines the steps taken by the learning and performance team to consider all the aspects of the new programs including vendor partnering.
6. Case Study: At Sterling Bank, Employees Train with the Stars
LEARNING CIRCUITS, v5 n3 March 2004
This case study describes the creation of a 'test bank' used to train employees at Sterling Bank. This award-winning tool, created by the training department at Sterling, incorporates movie stars as customers in its simulated transactions. Bottom-line results include increased customer satisfaction and improved employee performance.
7. Two New Marketplaces for E-suppliers: Healthcare and Financial Services
T+D, v58 n1 p38-45 January 2004
This article covers what seems to be a natural match between e-learning and healthcare and financial services. Both industries have the ample monetary resources, the distributed staff and the demand of changing rules and regulations. These elements make the two industries ripe for being approached by enterprise-wide LMS solutions and custom content development.
8. Banking on Enterprise E-learning
T+D, v57 n8 p48-53 August 2003
Tells how PNC Bank made the most of its LMS to up-skill employees through a competence manager application. When the bank decided to centralize its training system, it purchased a learning management system that has made it possible to offer 58 online courses and a blended orientation program. Part 5 of a series.
9. Building the Right Learning Portfolio
T+D, v57 n7 p20-21 July 2003
Fundamentals. Uses basic financial investment principles to form a sound corporate learning strategy. Ten steps are listed, advising continual reassessment, goal setting, and monitoring of performance.
