Jump Start Bank Training

How do you get started with training at your bank? 

For starters, you must identify who “owns” training.   Which individual is responsible for leading the charge, organizing the effort, and, in some cases, implementing the training. 

Who should be the designated driver for training? No question human resources acts as home base for training.   It is the conscience of professional development no matter what size your bank is or wants to become. Oversight for salaries, promotions, personnel files, job descriptions and performance evaluations belongs to HR.  Human Resources is a key area of the bank that should be the fuel behind passion for training. 

Depending on the size and structure of your bank, it may be time for human resources to launch a formal training department. 

Next, you will need to do the preliminaries: 

1.  Get the Top Guns behind your training program

2.  Ascertain what is needed

3.  Build a plan to get where you want to go

Get Buy In From the Top 

 A community banker that has been through the process of getting a training program together is Randy Hesson, vice president/education director at Cornerstone Bank in York, Nebraska. 

“I think the most critical piece in making training effective is having the endorsement of the man or woman at the top,” Hesson said.  “Training took on a new meaning at our bank when our president said to our management team, ‘Our trainers are the messengers bringing my message that training is a must! 

It’s not  the trainers’ message, it’s my message.’ "

Determine What Training is Needed

“Another key piece to training effectiveness is determining who needs what. Here’s what is working for us in that arena. First, we have a 15-member education committee that meets monthly. Each member takes responsibility for surveying one or more departments to identify training needs and report them to the committee. Second, each employee is asked to complete a training profile form during the annual performance review. Input is expected both from the employee and the evaluating supervisor.” 

Build a Training Plan

Using the input from the employee surveys and supervisor input, build your plan.  Find programs or develop programs that train what's needed.  

It takes dedication and buy-in to keep training effective, on target and current.  Plus, it takes perseverance to guard against complaining or other tactics that my halt or stall your training strategy. Build your plan, work your plan and protect your plan from derailment and you will soon have a stronger more unified bank.

Still learning,

Honey
www.interaction-training.com

excerpts from original article by Honey Shelton in Bank News, www.banknews.com