Jump Start Bank Training with a Training Plan

Jump Start Bank Training

Do You Have a Training Plan at Your Bank or Credit Union?

Not all banks or credit unions have a dedicated training department or even a training plan in place. Most of them probably should. The first question we must answer is  who owns training? Who is responsible for leading the charge, organizing the effort, and, in some cases, implementing the training?

who Should be the Designated Driver for Training?

The human resource department acts as home base for training but It is the conscience of professional development no matter what size your bank or credit union 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 or credit union that should fuel the passion for training.

It May be Time Launch a Formal Training Department

If you think the time is ripe to launch your dedicated training department, you must take three things into consideration.

1. 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.’ “

2. 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.”

3. 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 may 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 or credit union.

If you’re ready to take training serious, use our free training plan template to build quality training programs.

Still learning,