New managers were getting promoted throughout the retail network. It was taking 18-24 months to get promising employees developed with inconsistent results. The line of business was struggling with the performance of these newly promoted managers.

The problems were diagnosed and ranged from inconsistent experiences, lack of competencies in critical areas, and no set of standards to measure against this role.

The Institute for learning partnered with the line of business stakeholders and human resources partners to design develop and implement a bank management training program. This program set up a standard of manager competencies, performance standards, and experiences that were needed to bring to the job. The program used formal education, mentoring partners, testing, presentations, and panel feedback to get these employees to the appropriate level of competency.

The pilot was a success, and we have graduated over 75 participants from the program. We have measured their results as managers against those managers who did not complete the program and found that their overall performance in managing the business, risk, relationships, and people was better than their peer group. Also, the graduate group got promoted faster than their peers. They were leadership ready for management positions within 0-12 months from graduation.

The keys to success for this program include: developing a strong partnership with the line of business stakeholders and human resources partners, creating a standard view of skills, knowledge, and capability needed for the position, identify clear roles and accountabilities for the implementation of the program.

Once the program was launched, revisit the goals annually, and measure graduates against the performance standards that were set. Set vital parameters on what the plan will and will not do for new managers. Maintain a strong connection between the learner and their line of the business sponsor.