<training for Lloyds TSB>

Human Resource Management International Digest
Volume 17 Number 5 2009 issue – pages 11-13
(http://www.emeraldinsight.com/hrmid.htm)

Diversity pays dividends for Lloyds TSB
Winning course improves communications with ethnic-minority customers

Some 10 percent of UK business start-ups are led by ethnic minorities yet 80 percent of UK Asians believe their banking needs are not understood.
These were the stark figures confronting Lloyds TSB Business Banking when it decided to focus on cultural-awareness training to help its relationship managers to reach the ethnic-minority communities on their doorsteps.

Clare Peel and Joanne Gordon, senior HR business partners at Lloyds TSB Business Banking HR in Bristol, explained:
The need to improve cultural awareness and give our managers the confidence to deepen relationships with their ethnic-minority communities was a clear priority. We needed a training solution that met this need and delivered tangible results.

Training
‘‘ The main barrier we faced was a lack of understanding about the benefits of employee and customer diversity, because our workforce is predominantly white and male and in the past
there had been limited opportunities for us to recruit externally. This was in stark contrast with the diverse market we are seeking to serve. ’’

They continued:
The ultimate aim of our diversity program is attracting and retaining the best people from the widest possible applicant pool – so in turn we can widen our customer base. The main barrier we faced was a lack of understanding about the benefits of employee and customer diversity, because our workforce is predominantly white and male and in the past there had been limited opportunities for us to recruit externally.

This was in stark contrast with the diverse market we are seeking to serve.
Lloyds TSB had previously engaged Winning Communications to help with its equality and
diversity policy through research projects, training and consultancy. The bank now turned again to Deepak Mahtani, the Winning Communications managing director.
After a number of consultations, a three-day training course was devised. It began with two pilot courses, with 12 delegates each. Feedback was received and a few changes were made.
The program consists of an initial two-day course and one-day follow-up. It won a south-west regional prize in the UK National Training Awards. More than 400 business-relationship managers, business-development managers, credit and risk managers have attended over the past three years.

Design of the training
The initial two-day course is based on a four-step ABCD approach of:
A awareness of the changing scene in the UK;
B building bridges – understanding cultural, ethnic and religious differences;
C communicating effectively with people of different cultures, perspectives and values; and
D developing an agenda for increasing one’s ‘‘reach’’ into these communities.

The course seeks to deepen participants’ understanding of the ethnic communities – their cultural, religious and social characteristics, market profile and preferred business practices. It includes case study and role-play exercises to give relationship managers the chance to practice business scenarios in a safe environment. It also helps the relationship managers to create an action plan to apply the learning they have gained.
Individuals taking part receive a briefing pack on the UK’s Indian, Chinese, Pakistani and Bangladeshi communities, and through the course gain information about their local community and the actions they could take to establish better relationships. They are exposed to an array of ethnic-minority newspapers, magazines, websites and directories. They learn about attitudes to wealth, saving, spending and investment and then focus on the communication skills needed to build positive business relationships with each community. In the evening, delegates dine at an ethnic-minority restaurant, where they are joined by directors to support and reinforce their learning.
The follow-up event, three to six months later, enables delegates to share best practice, learn about the UK’s eastern European or Jewish communities and discuss the marketing support available to help them to put their action plans in place.
All the cultural training is delivered by national experts (Chinese, Indian, Eastern European, Jewish and Pakistani). Course size is limited to 12, to ensure maximum engagement and interaction. Courses are held in London, Birmingham, Coventry and Manchester.
One delegate commented:
The course opened my eyes to the opportunities out there and showed me how important it is to look more deeply at what each customer can offer.

Outcomes of the training
‘‘The course has achieved its key aim in raising awareness and has delivered tangible business results much faster than anticipated,’’ said Deepak Mahtani. ‘‘The training has helped delegates to gain new customers and improve their service to existing ones. Our goal was to help Lloyds TSB to become the ethnic-minority bank of choice, and I do believe that this has been achieved.’’

Lloyds TSB bank managers report a number of new links forged with ethnic-minority communities. They include sponsorship of a UK Somali business association and an event for business customers in Coventry to celebrate the Chinese new year.
Among the feedback the bank has received from key contacts in the UK Asian community are:

“From nowhere . . . in just two years . . . you have become a serious force to be reckoned with.”

“You are leading the way in how to engage and win business in the Asian community – we certainly have a lot to learn and now are trying to follow your footsteps.”

Note
David Pollitt, Human Resource Management International Digest editor, wrote this article.
Winning Communications Partnership Ltd, based in Sutton, Surrey, provides research, training and consultancy to companies in the UK and abroad. More information is available on the internet at: www.winningcommunications.com
VOL. 17 NO. 5 2009  HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST PAGE 13

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