Banker Training Program

• 分析与建模 - 预测分析
• 分析与建模 - 实时分析

• 金融与保险

• 人力资源
• 销售与市场营销

• 软件设计与工程服务
• 系统集成

In order to foster growth at both the employee and business level, the firm had recently invested a substantial amount in sales trainings for its business bankers. While most bankers had gone through the initial training, some had also taken part in a follow-up advanced training course. Management hoped that the training would provide their bankers with higher satisfaction and sales on behalf of the business, but was not sure how to allocate the remaining budget of the training to maximize the impact.

The customer is a global top 20 bank's business banking sector. This sector is responsible for providing financial services to businesses, including loans, credit, and other banking products. The bank has a large workforce of business bankers who are tasked with managing client relationships and driving sales of the bank's products and services. The bank is committed to fostering growth at both the employee and business levels, and has invested in various training programs to enhance the skills and performance of its business bankers. The bank operates on a global scale, serving clients in various regions and countries.

In order to understand if the program would have a positive impact on KPIs, the firm used APT’s Test & Learn software to analyze the training program as a “natural experiment.” Using the software, the firm identified the subset of bankers who received the different trainings as the “test” group. “Test” employees who participated in the program were matched to “control” employees who did not receive training, based on historic financial patterns and employee characteristics. Since employees chose to participate in the training program, the test was biased towards employees with higher sales in the past year. By adding a control match on sales in the past year, the bank was able to control for this natural bias. Thus, Test & Learn allowed the organization to accurately answer the following key questions about the program: What was the overall impact of the sales training program? Which employees responded best? How can the program be tailored for maximum impact? Using Test & Learn, the bank found that the basic training program did not drive a significant revenue impact for “test” bankers who participated in the training. However, by de-averaging results, the software showed that the initial training drove a significant benefit for more junior employees. Further, using APT, the bank achieved significant cost savings on initial training by recognizing that the more costly 3-day training did not have a significant incremental lift in KPIs versus the 2-day option.

• The bank was able to obtain a clear list of what factors were driving the differential performance.
• Certain variations of the program worked better than others, and the advanced training program worked better with bankers who had less than 2 years of experience, contradicting an initial hypothesis.
• APT’s software combined these performance drivers to build a predictive model to identify the employees who would respond best to having initial and advanced training, and how the trainings should be adjusted for maximum impact across employees.

• Bankers who went through the advanced training saw a clear 3.1% increase in revenue relative to bankers who did not participate.
• $3MM in incremental profits were generated.