Training That Sticks — Make the Advisory Pivot Transfer at Banque Aurore

A four-round, intermediate change-management simulation set inside Banque Aurore SA, a 280-branch regional retail bank in eastern France (EUR 720M net banking income, 6,800 staff, a 64% cost-to-income ratio the board wants below 58%). As branch transactions fall and the board mandates a pivot from transaction processors to advisory relationship managers, you — the new HR / L&D manager — must design a training rollout that demonstrably converts 2,400 frontline staff within twelve months, on EUR 1.9M (EUR 792 per learner, well below the EUR 1,290 the failed program spent). The warning is a pilot that 'worked' on paper and changed nothing: 82% completion, 3.9/5 enjoyment, yet only 11% behavior change, 2.4/5 perceived usefulness, 2.6/5 trainer credibility and 9% manager follow-up. Playing across four rounds, you (1) diagnose the failed pilot, separating enjoyment/satisfaction from the drivers Giangreco's research links to use — perceived usefulness, trainer performance and efficiency; (2) design content for job relevance, tailoring to real Aurore scenarios versus a cheap generic course; (3) choose trainer and format and fund manager reinforcement out of the same capped budget, allocating across content, trainer and the 280 branch managers; and (4) define a Kirkpatrick-aligned evaluation method and recover from a month-six injection (88% completion, 4.1/5 enjoyment, 31% behavior change, flat revenue) by diagnosing relevance, credibility or reinforcement rather than re-running the course. The math rewards designing for usefulness and transfer and punishes the five classic errors — optimizing for completion and enjoyment, economizing on relevance, omitting reinforcement, over-spending on prestige trainers, and evaluating only at Level 1. Final KPIs track Perceived Usefulness, Transfer Rate, Trainee Satisfaction and Cost per Learner against the EUR 1.9M cap.