Case Studies
LOCATION :- BANGALORE, INDIA
CONSULTANT :- JAYASHANKAR K
Engagement
The Chairman, Mr. M. V. Nair, has set a vision for 2012 wherein the bank will seek to become:
- The largest nationalized bank in India, with a global presence
- A financial supermarket, with leadership in identified spaces
Our involvement was:
- To sensitize the staff to the new business reality of competition.
- To increase employee engagement.
- To galvanize all branch staff to cross sell.
- To assure standardized levels of customer service across the country.
Business Challenge
Public sector banks have traditionally not been proactive or customer
focused. This is compounded by
the average employee age of 47 against the India’s average
population age of 25. The key challenges
were:
- Expand customer base to 1.8 crores
- Acquire new customers (especially young people)
- Retain and serve the existing customers by increasing customer relationship management
- Increasing
global and national competition requires the development
of a service culture
focussed on sensitive relationship handling to maximise cross-selling opportunities - Mobilising staff to a business culture supporting a customer centric operation
- The implementation of core
banking solutions will require Junior Officers to strengthen
the
frontline banking operations
Background
- Union Bank of India is one of the nation’s pioneering
banks, with the distinction of being
inaugurated by Mahatma Gandhi. - The bank is transforming
into the technological age and has launched Core Banking
Solutions.
100% of the bank’s branches have integrated into Core Banking Solutions by 21st March 2008. - The bank is on
a growth initiative expanding its network, customers
and revenue. Currently its
has:
- a. Approximately 2,500 branches and growing
b. Customer base of 1,50,00,000 (1.5 crores)
c. Business of around Rs.18,000,000,000,000 (1.8 lakh crores) as on 31 March 2008
d. 27,000 plus employees, pan-India
Solution
It was agreed that if the objective of empowering the people and building capability in human relations is to be achieved, we should explore the commencement with fundamentals of powering effective communication and human relations so that the necessary foundation is laid for the specialised interventions.
We conducted four phases of programmes:
| Audience | Programme | Total Participants |
| Front Line Officers – Phase I 2 day Programme |
A New Work Way in a Competitive Business |
2,100 |
| Front Line Officers – Phase II 2 day Programme |
Transforming Customer Relationships |
2,224 |
| Front Line Officers – Phase III 2 day Programme |
Transforming Customer Relationships into Revenue Generation |
2,161 |
| Branch Managers 1 day Programme |
Building Great Teams | 1,275 |
| Administrative Officers 2 day Programme |
Building Positive Relationships at Work |
2,220 |
Results
- More sensitive management of existing customers and increased building
of opportunities for
cross-selling. - Generation of ability to be in customers’ shoes.
- Confidence in handling objections and complaints.
- Increased motivation, determination for increasing customer base.
- Desire to spend more time with the customer.
