Following a milestone acquisition and rebranding exercise, Sidian Bank wanted to transform the company’s corporate culture and boost customer service standards. A key factor for success in this initiative was to have an engaged, educated workforce as well as a trained and supportive leadership group. Management enlisted Arc Skills to put in place a training program that would align key employees for the overall implementation of improved performance rollout, educate them in total quality management concepts, and equip them with the tools necessary for implementing a robust culture of high performance.
About Sidian Bank
Sidian Bank, formerly known as K-Rep Bank, is a full-service commercial bank providing an array of financial services to individuals, small businesses, middle-market companies, and major corporations. The bank operates 38 branches in all major towns across Kenya.
Sidian bank had a history of under-performance due to factors such as poor capitalisation, weak corporate culture and lack of change management.
Following an acquisition of the bank by Centum Investment Company Limited in 2014, followed by a major rebrand in early 2016, Sidian embarked on a strategic initiative to transform its performance with the aim of growing to a Tier 2 bank by 2019.
As part of Sidian’s rebranding and repositioning initiatives, the bank’s senior management identified the need to improve customer service and create a robust culture of high performance, which would be a critical first step toward its new growth strategy.
The Arc Skills Solution
Arc Skills training consultants led a team from the company to develop a course that would bridge the knowledge and skills gap that had been identified during the baseline capability assessment. The goal of the course was to provide company supervisors with techniques and actionable strategies that would help them lead their associates into improved Customer Service, Leadership, and Sales Management. The instructional design for the course included facilitator-led in-class workshops, which were further enhanced by video-based studies and activities.
- An average transaction deposit movement of 6.7% against target achievement for the branches that were part of the pilot
- Increased Customer Service Indices by 50% over the pilot period
- Increased Mobile Banking registrations by 633 customers during the pilot period