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Alior Bank Project Leader Academy 3.0

Alior Bank – Project Leader Academy 3.0

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Alior Bank introduced a new acting strategy for years 2018-2020 that’s called “Cyfrowy Buntownik – which translates to Digital Rebel”. This strategy includes the implementation of a new Leader Model in Alior Bank.

Project Leader Academy 3.0 is an answer to the development needs in the area of leadership and personal competences. Project lasts 18 months and includes every Branch Director (250 people).  We have devised an amazing programme that managed to engage for 18 months a very hard to involve target group. We have achieved amazing results.

During the project we’ve done off-line training, coaching sessions and Team Effectiveness Study. Through the whole project participants have a voluntary access to an on-line gamification platform, which contents support all off-line operations.

Needs analysis

We knew that addressing appropriate competencies and skills is the key to getting both results and participants satisfaction. We have codacted the needs analysis in two major ways: TeamPlus a survey based tool that asesseses teams in relation to “The Five dysfunctions of a team model” by Patrick Lencioni. This gave us insights into the levels of trust, openness for feedback and commitment towards common goal. We have also invited all Managers to the Competence game that we have created with our external partner. It was based on several simulations

We’ve started the project with a situation analysis that helped us understand what Leaders needed to implement so that they can efficiently realize the Bank strategy.

We’ve defined three group that were responsible for support of the project (internal trainers, Regional Directors and HR). We’ve realized workshop at which we created an Action Plan for every group. Another step was Team Efficiency Study on-line for every participant. After the study we’ve started individual coaching sessions, where participants planned their individual plans in their own branches. Next step was an on-line competence game based on the Leader Model. The results of the game were individual reports that showed areas ready to undergo development. These components allowed participants to define individual development goals throughout the whole project. Next actions were three training modules and Follow-Up training based on the methodology of MASTERMIND. Project ends with the second Team Efficiency Study. Thanks to that, every participant can compare their results from the beginning of the project to the end results of the project. Study is also performed by the team of the participant which shows us how the change of Leader Model and the project affected the whole team.

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