PEP® helped Danske Bank give more time to its workforce
Danske Bank is Denmark’s largest bank with almost 20,000 competent and committed employees spanning several countries.
At the time of using PEP, Danske Bank had recently acquired a number of other banks, including BG-Bank in Denmark.
The different corporate cultures had to somehow learn to work together in the mix and match of systems with the disparity of skill levels.
The end result was considerable overload for many employees, with the attendant rise in overtime and decline in job dissatisfaction. Together with the first signs of stress appearing in departments and the evidence of insufficient customer intelligence being shared through the now underused CRM system, PEP was brought in to remedy the situation.
The task, done in collaboration with Danske Bank’s Development Department, was to implement PEP for some 7,000 employees in both Danske Bank and BG Bank’s branch network.
The Big Vision
PEP’s objective was clearly defined beforehand: Through the use of PEP the objectives were to help advisors increase their sales activity, to ensure more consistency of performance and to increase the use of the bank’s CRM system. With the CRM, “the customer portal”, in better use, the advisors would be able help each other and with their shared knowledge of customers, improve the customer experience. Altogether it would improve the working day of staff in the branches, increase employee satisfaction and lead to better results.
The PEP® Approach
The courses started with PEP’s on-line analysis tool.
From the analysis, the courses were designed for individuals and teams with the diagnoses provided to the departmental managers and participants with clear, written guidelines on where and how to direct their efforts throughout the PEP program.
For the second stage, follow-up analysis was used to check the results.
A Clear Result
All branch employees participated in the PEP Programme and Danske Bank concluded the following:
“We now have more uniform ways of working, more time in our working day and have become better at planning our time.
The customer portal has been implemented and is now actively used by everyone.
Individual advisors have also become more aware of structuring their time – so there has been more time for customers.
The employees have been given tools to help them prioritise. General references/rules of conduct in relation to work methods have been created.
In short: Every employee in the branch network now works according to PEP’s principles and the results have been a measurable, positive change”.