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POL00374556
Branch Training and Support Programme
“As-ls” Experience for Branches
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POL00374556
Applicant =>
Pre- appointment (process/PO contacts)
Contacts points
Website
FCA
Advert
Existing links/Spmr
Death in service or
familly transfer
Business transfer
agents
IRIS
(online application)
Contact points
=> Interview
Contact points
+ Contracts Advisor
+ ASM (if applicants)
+ FCA (occasionally)
NFSP-
HR
Website
AAPT
FCA
Multiples Rel. Manager
ASM
Business T/A
Other POL people
Finance — Business plan
Accounts
CRB disclosure interview
Temp spmr advisor
Decision
Contact points
PO to Applicant
+ Contracts Advisor
FCA (occasionally)
+ Verbal conf.
+ Written conf.
+ Temp spmr advisor
Applicant to PO
+ Signed Contract
Temporary subpostmaster process is very stark compared to this. No assessment made on suitability of person to run the
branch.
Experience very much varies on the type of branch you operate. If the branch is a new model, this is a combination of the touch
points. If you are transferring on a standard SPSO contract because your branch type doesn't fit the model, and you are a non-
ASM managed branch then the interaction is very limited.
NT and some of the objectives to hit the numbers appear to be driving the multitude of people contacting the branch in the
objective to achieve and deliver the numbers. This objective is also driving some decisions to be made outside of policy.
At this stage of the process, we are still in what we need from the agent and aren't even considering what they need from the
partnership/relationship going forward. It’s all about what we want from them rather than what we can do for them.
Because of the subsequent relationship we then have with the subpostmaster in business as usual, we don’t maximise the skill
set of the people we have in the network and what expertise, learning they can bring to us.
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Prepare
for change
Contact points
PO to applicant
+ Scheduling
FSA
+ FCA
+ RLB, NCA, Multiples
Mgr, Imp! Mgrs.
+ ASM
+ Sales Cap Mgrs.
Applicant to PO
+ HR
+ AAPT
+ Network Scheduling
+ FCA
+ NCA
+ NSBCC - Contact Mgr.
Other
+ Existing SPMR
+ Camelot
Pre transfer
training
Contact points
+ FSA
+ Sales Capability
Issues
+ Non-live Horizon lit
+ No Customer contact
+ — Content not fit for
purpose
+ Attendance
+ Training the trainer
+ Timelines (
Pre- appointment (process/PO contacts)
Transfer &
on site
support
Contacts
FSA
Sales
Capability
Mars
ASMs
FCA
NCA, RLB
SSM
Scheduling
SPMR other
challenges
Move
house
Bought
business
Retail side
Staff
Induction
Contact points
4 month PTV
+ 3month PTV
+ 6-9 month PTV
+ FSA
+ ASM
+ TAM
+ Field Team leader
+ Quality Assurance
Issues
+ Inconsistency in
approach
+ Different
approaches e.g
direct numbers,
visits.
+ Different FSA from
classroom
Again, this experience is dependent on what type of branch you are. If you fit into the temporary subpostmaster
ALSO.
COMPLEXITY ON THE NUMBER OF PEOPLE INVOLVED, LACK OF JOIN UP
CONSIDERATION OF LEARNING NEEDS
APPLYING REASONABLENESS TO INDIVIDUALS (IE. SOME TAKE LONGER, NOT ONE SIZE FITS ALL)
SPSO CONVERSION - PROBABLY COVERED IN YOUR BRANCH TYPES
WE DON'T TRAIN PEOPLE IN HOW TO RUN A BUSINESS OR OPERATE A SYSTEM UNDER BRANCH PRESURES
ASK FOR A BUSINESS PLAN BUT DON'T REALY USE OR BUILD ON THIS.
BETTER FLEXIBILITY ON APPROACH (IE. NOT ALL TRAINING AT ONCE)
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Branch Business As Usual (BAU)
a < limit (5K)
Get fal Ceah then Approved CViT
>
Cash Team \ > limit (6K) then schedule
helpline discussion to
approve or not
Get = Call Cash
f Te
Coins tpi
helpline
First Rate
oh Pela replenishment?
Bureau
On demand First Rate
and Euro
Dollar
Order via HNG
Ring NBSC ®
ALSO.
EXPERIENCE FROM TEAMS/INDIVIDUALS IS DIFFERENT
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Branch Issues - Business As Usual (BAU)
issues
(multi teams e.g.
Process is
Field team eee
to resolve be lorkload drive
we peal + Client Contract criven
Scheduling Client/Partner, + Transaction Process
y + Customer behaviour
Branch ' Managed + Data protection
Support Services
t FSC or Resolution could be any
NsBC one of the teams
Crown ASM Contact
Multipl Mgmt. Manager
“. For financial
issues
All Network Field
FSC generate Known teams
. ee i
C's transactional c
<———________ Customer Care
a Security checks
FSC calling to (Scratch cards)
prevent TC's
Suppliers direct calls
ATM, lottery, Wincor, Romec,
banking etc) Branch Standard NBSC outbound Branch Support Ingenico, Cogent ete
Proactive (Managed Calls
conformance Services) and = individual customer
- DVLA Managed Service complaints
- ATM balancing Directly - Client driven
- Compliance Client driven
Test issues
Finance Service Centre would be multiple teams in this process
ALSO.
GENERALL FOR ALL SLIDES - WHY DO WE MANAGE CROWN AND AGENCY SEPARATELY (BOTH MUST HAVE SIMILAR ISSUES,
COULD WE BE LEARNING BETTER, MAKING IT LESS OF AN US AND THEM)
SUPPORT FOR SPMRS - NEED TO FORMALISE THIS AND MANAGE BETTER,
SUPPLIERS - EXAMPLES WHERE WE ARE NOT MANAGING HOW OUR SUPPLIERS MANAGE/WORK WITH SPMRS
NO MI ON HOW OFTEN OR HOW GOOD INTERACTIONS WITH BRANCHES ARE (AND WHETHER WE DEAL WITH THERE ISSUES)
ALSO NEED TO THINK ABOUT HOW WE CHANGE SPMR BEHAVIOUR (GET THEM COMFORTABLE USING THE PROCESSES)
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Branch Issues - Business As Usual (BAU)
Field team erste is ad
to resolve s lorkload drive
we peal + Client Contract driven
Scheduling Client/Partner, + Transaction Process
yy + Customer behaviour
Biensh t Managed * Data protection
Support Services
t FSC or Resolution could be any
NsBC one of the teams
Crown ASM Contract
Multiples Mgmt. Manager
NESP Unknown
<< :
transactional
issues
Social Media ee
(official and
unofficial)
Senior MP's JFSA
Stakeholders
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Branch Issues - Equipment (BAU)
HSD
NBSC
Mobile vans
Cash carrying case
Horizon
Career wear
Date stamps a
Currency a7
Roller cash
Phone lines
Depends whether
split billing in place
Issues
Fujitsu + No sense of ownership
outsourced + Lack of feedback
engineer + Timescales for resolution
Supplier management
Ml and visibility of contact
Bank of Ireland
- —
Wincor
4
Px Pa Post Office
_A7 Wincor
Fini &Go
ar ait on —> Ingenico
Swag ——> Cogent
eS,
Safes ——> Romec or insafe
Scales
Locks
Alarms
Camelot
The branch is required to go to the supplier direct. No visibility is given to the types of branches who are experiencing
equipment issues.
Escalation points will also be Area Sales Managers, Post Office personnel, Senior Stakeholders, NBSC, Crown Management and
Paula etc. Once it gets escalated, the issue resolution usually ends up in Dave Hulbert’s area.
Branches going through the Network Transformation Programme and Crown Transformation are project managed. The main
people who get involved here are the FCA, the NCA and RLB. If there are multiple partner branches going through the process
then there is also an implementation manager involved in the process.
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Network
Operations
FTLs
(via Projects
and
Standards)
Sales
Capability
Regional
Sales
Managers
Regional
sales
Capability
Managers
Sales
Capability
Managers
TAM
Network &
Sales Perf.
Manager
Sales Dev.
Team
Crown
Sales
Training
Team
Mails Dev.
Manager
Teams involved in branch training
Financial
Services
Mortgage
Specialists
Crowns
Branch
Managers
Assistant
Managers
HR
Sales and
Perf.
managers
Retail
relationship
managers
Partner
relationship
managers
BAU operational training largely falls to FSAs, but NBSC, Branch
Standards, FSC teams, Cash Management and Security
depending on the gap identified
Clients
Parcelforce
FRES
Wincor
Camelot
There is no clear owner for training. Everybody thinks they own various parts of training. Most are transactional based trainers
and there isn’t a large input from the type of skills that are being trained out.
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Communication types and originators
i FSC ASMs
Commercial HR SCMs
teams
n Agent
Project u Phonec Development
Managers
Network Hub card Branch
Standards
Clients Contract
= Advisor
Compliance s
Security
NCAs
Managed
Services
Suppliers
Senior FCAs ‘.
Crown Multiples leaders
Customer Care
management structure Branch
Support
The way the business operates means that there are inconsistencies in the quality of the communication produced and
everybody thinks they own branch communication. There is no visibility of who is saying what to branches.
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Performance Management
PDR
I mais I prowess
Prod
“
ee
Compliance ; Contractual
action
Security
Mystery shops
—
The slide just indicates the process for cash. This is high level but represents the complexity of the process, the number of
people involved and the touchpoint with the branch.
The other point is also that the end result depends on the type of branch, and again, the consequences are inconsistent,
depending on branch type.
There is no single view for the branch in terms of what they are being measured against and what the priorities are.
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Exit process — No performance issues
Reason => Appointment = Audit and S> Late Account
+ ASM
Other POL people
Temp subpostmaster
advisor
esi process transfer
. esignation
+ Death in Service °. - Contact points Contact points
+ NTLeaver ‘ontact points * Contracts Former Agent Debt team
. re Advisor Contract Manager
2 RR + Network
febsite Scheduling
+ AAPT + FSA
+ FCA + Te
+ Multiples Rel. Manager iia
. subpostmaster
+ ASM advisor
+ Business T/A
POL00374556
POL00374556
Exit process — No performance issues
Reason => Appointment = Audit and S> Late Account
+ ASM
Other POL people
Temp subpostmaster
advisor
esi process transfer
. esignation
+ Death in Service °. - Contact points Contact points
+ NTLeaver ‘ontact points * Contracts Former Agent Debt team
. re Advisor Contract Manager
2 RR + Network
febsite Scheduling
+ AAPT + FSA
+ FCA + Te
+ Multiples Rel. Manager iia
. subpostmaster
+ ASM advisor
+ Business T/A
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Exit process — Performance issues
Issue => Audit => Investigation = Decision/Outcome
identified
+ Contractual breach + Suspension decision with meus , Scenarios ,
> freee atadt Adee cad + Contracts Advisor + Resignation to avoid
+ Audit risk model member of Senior Lead andi Secumiy running femineton
+ Eahestcecme ‘can investigation in + Summary termination
+ Random audit + Temp spmr advisor parallel * 3 months notice
tel here + Lack of investigation
before suspension — Andlor prosecution
" suspension is carried out uSDE
Contact points. Secu nolled and suspension is trigger
patel rather than result Appeals allowed for summary
+ Branch Standards Make 8 docs + Inconsistent termination, leading to:
+ Security cs treatment of agent
+ Decision may not be to
+ Branch Support perenne + Further financial + Up-held leading to
+ ASM corer forintenton hardship to agent application process starts
+ FSC + Inconsistent info + Overtumed and reinstated
+ Retail cash share with agent + 3 months notice given
+ Lack of quality either with or without
measure for charge cha
casework handling
+ Lack of MI to
identify cause of
loss
Glossary of terms
FSA
CA
RBL
NCA
ASM
SSM
SCM
FCA
HR
AAPT
PTV
TAM
Field Support Advisor
Contracts Advisor
(Contractor managing NT changes)
Network Change Advisor
Area Sales Manager
Stakeholder Support Manager
Sales Capability Manager
Field Change Advisor
Human Resources
Agent Application and Appointment Team
Post Transfer Visit
Telephone Account Managers
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POL00374556