Articles

Designing Effective Training to Enhance Performance of Branch Managers in Bank XYZ at Jakarta Region

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Bank XYZ aims to become one of the top 10 banks in Indonesia by providing exceptional service, making it a trusted partner for individuals and businesses. With a strong network of 338 branches across the country, the bank’s human resources division has allocated 29.48% of its budget to train the branch network sales team, expecting them to achieve 70% of their KPIs. However, the performance of Branch Managers in Jakarta is currently below expectations, indicating a competency gap that needs urgent attention. To address this issue, the proposed solution is to evaluate and enhance the current training program for Branch Managers by comparing it to a systematic training process. Through semi-structured interviews with the human resources division and Branch Managers, the research identified gaps in competency development and areas for improvement in the training process, such as task analysis, integration of practical procedures into the training design, online methods, and post-training evaluation frameworks. By redesigning the training program based on this data, Bank XYZ aims to improve the performance of its Branch Managers and enhance the overall performance of the company.

Evaluating Factors Affecting the Effectiveness of Customer Service Training Programs: A Study of IOH Outlets in Jakarta

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In the dynamic telecommunications market of Indonesia, quality customer service is pivotal for sustaining competitive advantage. IOH faces persistent challenges in meeting customer service expectations, evidenced by consistent customer complaints regarding the customer service representative performance despite extensive training programs for their representatives. This study aims to evaluate the effectiveness of IOH’s customer service training programs in Jakarta, identifying key factors influencing training effectiveness and proposing improvements. Utilizing a quantitative approach, a survey was conducted among 49 customer service representatives, and the data were analyzed using spearman rank correlation. The results revealed that training content, method, schedule, and facilities significantly impact training effectiveness, with training content identified as the most influential. Improved training content to be more relevant with the needs of representatives, implement the diverse and interactive methods, well-structured schedules, and utilize the high-quality facilities can enhance the effectiveness of training programs. These strategies will enhance the competency and confidence of customer service representatives, ultimately improving customer satisfaction. Future research should explore personalized training approaches tailored to individual needs and assess the long-term impacts of training programs and expanding the study beyond Jakarta will provide a more comprehensive understanding of training effectiveness across different regions. By addressing these recommendations, IOH can significantly improve their customer service training programs, leading to higher service quality and customer satisfaction.