Analyzing Employee Perspectives on Training Methods by Implementing Balanced Scorecard : Case of S-Bank in Kemi-Tornio Region
Kauppinen, Niina; Mesilaakso, Essi (2011)
Kauppinen, Niina
Mesilaakso, Essi
Kemi-Tornion ammattikorkeakoulu Lapin ammattikorkeakoulu
2011
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2011122119122
https://urn.fi/URN:NBN:fi:amk-2011122119122
Tiivistelmä
Kauppinen, Niina and Mesilaakso, Essi. 2011. Analyzing the employee perspectives on training methods by implementing Balanced corecard, Case of S-Bank. Bachelor’s Thesis. Kemi-Tornio University of Applied Sciences. Business and Culture. Pages 41. Appendices 6.
The case company in this thesis is S-Bank for which the authors’ have been working for since it started its operations in 2007. The aim of this thesis is to give the employees of S-Bank in the Kemi-Tornio region the opportunity to rate the currently used training methods and highlight possible improvement points. The study for this thesis contains both qualitative and quantitative methods. A questionnaire survey was conducted among the employees and it contained both open-ended questions and 1-5 rating qualitative questions. The questionnaires were given to all the S-Bank employees in Kemi and Tornio, i.e. a total of 17 from which 14 were answered, providing the response rate of 82.35%. An interview with the Regional Manager of S-Bank Mr. Ari Impiö was conducted in order to identify the strategic points of view and to discuss the training methods with a member of the management. Theoretically, this thesis aims to develop the training methods from the strategic aspect by implementing the Balanced Scorecard.
We found out with the help of the questionnaire results and interview with Mr. Impiö that both he and the employees agree on the fact that the training methods should have an increased focus on the customer service encounters. Generally, the training methods were highly appreciated and well used. On the basis of these findings we suggest that the company should develop their training methods to a more practical direction than at present. In other words, face-to-face situations should be increasingly highlighted.
Despite the fact that the authors believe that the results are generally applicable, it is suggested that further research be carried out with an extended employee involvement through a nationwide questionnaire concerning the training methods in S-Bank.
Due to the non-disclosure agreement that the authors have signed as employees of SBank, parts of this thesis are regarded as confidential. Therefore, they are not published in the library version.
Keywords: Employee training, training methods, BSC
The case company in this thesis is S-Bank for which the authors’ have been working for since it started its operations in 2007. The aim of this thesis is to give the employees of S-Bank in the Kemi-Tornio region the opportunity to rate the currently used training methods and highlight possible improvement points. The study for this thesis contains both qualitative and quantitative methods. A questionnaire survey was conducted among the employees and it contained both open-ended questions and 1-5 rating qualitative questions. The questionnaires were given to all the S-Bank employees in Kemi and Tornio, i.e. a total of 17 from which 14 were answered, providing the response rate of 82.35%. An interview with the Regional Manager of S-Bank Mr. Ari Impiö was conducted in order to identify the strategic points of view and to discuss the training methods with a member of the management. Theoretically, this thesis aims to develop the training methods from the strategic aspect by implementing the Balanced Scorecard.
We found out with the help of the questionnaire results and interview with Mr. Impiö that both he and the employees agree on the fact that the training methods should have an increased focus on the customer service encounters. Generally, the training methods were highly appreciated and well used. On the basis of these findings we suggest that the company should develop their training methods to a more practical direction than at present. In other words, face-to-face situations should be increasingly highlighted.
Despite the fact that the authors believe that the results are generally applicable, it is suggested that further research be carried out with an extended employee involvement through a nationwide questionnaire concerning the training methods in S-Bank.
Due to the non-disclosure agreement that the authors have signed as employees of SBank, parts of this thesis are regarded as confidential. Therefore, they are not published in the library version.
Keywords: Employee training, training methods, BSC