The Challenge
DSK came to us aspiring to strengthen branch managers’ skills by creating a balanced focus on both results and people, clarifying the relationship between the two, and building a culture of effective team interaction. The broader goal was to achieve high performance and satisfaction through an effective, structured, and individualized approach to managing people.
The Solution
The project was delivered in close cooperation between experts from the Branch Network Skills and Competency Development Department within DSK Bank’s Branch Network Management Directorate and consultants from Ninety Nine. It followed an approach and activities designed by Ninety Nine and applied SHL’s competency-assessment methodology.
The project included the following elements:
- Selection and certification of internal Development Center assessors. Nine DSK Bank experts were certified as competency-assessment center assessors using the SHL methodology.
- Creation of a competency model containing four focus competencies for the project. The competencies were directly connected to expectations of managers in the branch network and aligned with the bank’s defined branch-network business-development strategy. Ninety Nine created the model with the participation of the leaders of the Branch Network Management Directorate and DSK Bank’s regional branch-network managers. They also validated the model and confirmed that it accurately described the competencies on which they wanted management development to focus.
- Initial Development Center. An initial Development Center measured each participant’s starting competency level and their potential to develop the four competencies. Current competency levels were assessed through a behavioral Assessment Center in which participants demonstrated the competencies across three simulations: two employee-conversation simulations and an analytical presentation based on a business case. The Development Centers were delivered jointly by DSK Bank’s certified internal assessors and Ninety Nine’s expert assessors. Development potential was measured through a psychometric questionnaire. The SHL methodology generated an interpretive report identifying the personal preferences that supported or hindered each competency observed in the Development Center.
- Individual feedback and competency-development training. Each participant received a personalized written report presenting the Development Center results, which was discussed in an individual feedback meeting. Participants also received a template for a personal development plan and recommendations to work on before and during the subsequent training. The four focus competencies were developed through two training modules, each lasting two days. During the program, participants continued building their personal development plans. At the beginning, they finalized their individual development objectives. After each module, they recorded key conclusions and insights and set goals for transferring and applying the learning at work. The training emphasized the behaviors and competencies identified as the most common and significant development areas across the participant group. The two modules were delivered approximately three months apart.
- Application assignments and support between training modules: 1. Between the two modules, participants received a practical case connected to the topics covered. The project team from DSK Bank’s Branch Network Skills and Competency Development Department held online and in-person small-group sessions to discuss the case. 2. Regional managers and regional sales managers in the branch network supported program participants through discussions of their development plans. They acted as mentors and helped participants work toward selected goals. 3. A one-day seminar was delivered for regional managers and regional sales managers. It explained their supporting role in the project and introduced an approach and tools they could use to help participants implement their development plans.
- Final Development Center. Two months after the second training module, every participant completed a second Development Center covering the same competencies through different simulations. Its purpose was to measure progress and provide a basis for updating each participant’s development goals and plan. Every participant received an individual feedback session and a report showing the competency level demonstrated in the second Development Center and the progress achieved.
- Follow-up activities: 1. Participants received a second practical case connected to the topics from the second training module. DSK Bank’s Branch Network Skills and Competency Development team organized online group meetings to discuss it. 2. Summary reports were prepared for the overall target group and for each region. They included progress on every competency, each participant’s progress, and recommendations for next steps for different employee groups based on their results in the program. The reports were presented to and discussed with the leaders of DSK Bank’s Branch Network Management Directorate and the regional managers so that they could plan and implement supporting activities to extend and sustain the program’s effect.
The Results
A survey conducted by DSK Bank’s Branch Network Skills and Competency Development Department produced the following participant-satisfaction and development findings:
- Progress of between 0.6 and 0.9 points on a five-point scale was measured for every competency between Development Center 1 and Development Center 2.
- Participants improved their overall demonstration of the competencies between the two Development Centers:
- 2.4% demonstrated very significant improvement, moving from a low to a high overall rating.
- 53.7% demonstrated significant improvement, moving from low to medium or from medium to high overall performance.
- 43.9% demonstrated partial improvement, remaining in the same overall performance category while improving individual competencies.
- Participants considered the Development Centers useful: 97% for Development Center 1 and 98% for Development Center 2.
- Participants rated the feedback from the Development Centers as accurate and clear: 88% for Development Center 1 and 92% for Development Center 2.
- Satisfaction with both training modules was high: 4.81 out of 5 for Module 1 and 4.95 for Module 2. Every topic covered also received a high usefulness rating, ranging from 4.78 to 5 out of 5.
Participants reported several effects in their day-to-day work following the development of the competencies: higher colleague satisfaction and engagement; more consistent expectations and stronger understanding of and commitment to shared objectives; greater employee independence and autonomy; development of new competencies and readiness for broader responsibilities; improved mutual support and team synergy; overachievement of goals and better individual results; higher customer satisfaction; and improved communication between managers and employees.
