Personas y liderazgo · Gestión de recursos humanos

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%).

4 rondas MBA / Máster English, Español

Vista previa

Sobre la simulación

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.

Para quién es

Una simulación de nivel intermedio para participantes que ya conocen los conceptos básicos de la materia, pensada para programas de máster y MBA.

Cómo funciona una sesión

  1. El docente crea una sesión desde el panel de Eureka e invita a los participantes.
  2. Los participantes juegan 4 rondas. En cada una envían sus decisiones y la simulación calcula los resultados.
  3. La simulación se puede jugar en: English, Español.
  4. El docente sigue el progreso y los resultados de cada participante desde el panel, y usa los resultados de la clase para el debriefing.

Decisiones que toman los participantes

Las decisiones que toman los participantes durante la simulación:

  • The pilot scored 3.9/5 on enjoyment and changed nothing. What actually failed?
  • Which metric should leadership have watched instead of the happy-sheet?
  • How candidly does your team name this as a transfer problem, not a coverage problem? (%)
  • How do you design the content so staff perceive it as useful to their actual job?
  • Do you segment content by branch type and staff seniority?
  • How much budget goes into practice on the bank's real products? (€/learner)
  • Choose your trainer and format
  • Allocate the remaining budget across the three buckets (€ per learner, against the €792 cap)
  • How will you prove to the CFO that the training worked?
  • Month six: completion 88%, enjoyment 4.1/5, behaviour change 31%, revenue flat. What do you adjust?

Qué siguen los participantes

Lo que los participantes siguen en pantalla a medida que avanzan las rondas:

  • Usefulness, Transfer & Satisfaction Trajectory

Temas que cubre

Diseñada para asignaturas de Gestión de recursos humanos.

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