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    Final Program Proposal - Sabrina Creighton

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    This document proposes a new training program for the Complex Investigations Unit at Capital One to address performance issues. There is currently inconsistent training across the unit which has led to delays in investigations. A needs assessment found the current model varies between teams and does not fully teach new hires. A survey of past trainees found trainers have too many roles and training lacks context. The proposed program would have a mandatory 3-week onboarding for all new hires covering AML theory, department processes, and on-the-job training. This comprehensive training aims to properly prepare new hires to successfully perform investigations and increase consistency across the unit. The goal is for new hires to feel comfortable and gain skills to contribute as viable team members

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    Final Program Proposal - Sabrina Creighton

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    sabrina creighton
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    This document proposes a new training program for the Complex Investigations Unit at Capital One to address performance issues. There is currently inconsistent training across the unit which has led to delays in investigations. A needs assessment found the current model varies between teams and does not fully teach new hires. A survey of past trainees found trainers have too many roles and training lacks context. The proposed program would have a mandatory 3-week onboarding for all new hires covering AML theory, department processes, and on-the-job training. This comprehensive training aims to properly prepare new hires to successfully perform investigations and increase consistency across the unit. The goal is for new hires to feel comfortable and gain skills to contribute as viable team members

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    This document proposes a new training program for the Complex Investigations Unit at Capital One to address performance issues. There is currently inconsistent training across the unit which has led to delays in investigations. A needs assessment found the current model varies between teams and does not fully teach new hires. A survey of past trainees found trainers have too many roles and training lacks context. The proposed program would have a mandatory 3-week onboarding for all new hires covering AML theory, department processes, and on-the-job training. This comprehensive training aims to properly prepare new hires to successfully perform investigations and increase consistency across the unit. The goal is for new hires to feel comfortable and gain skills to contribute as viable team members

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    31 views3 pages

    Final Program Proposal - Sabrina Creighton

    Uploaded by

    sabrina creighton
    This document proposes a new training program for the Complex Investigations Unit at Capital One to address performance issues. There is currently inconsistent training across the unit which has led to delays in investigations. A needs assessment found the current model varies between teams and does not fully teach new hires. A survey of past trainees found trainers have too many roles and training lacks context. The proposed program would have a mandatory 3-week onboarding for all new hires covering AML theory, department processes, and on-the-job training. This comprehensive training aims to properly prepare new hires to successfully perform investigations and increase consistency across the unit. The goal is for new hires to feel comfortable and gain skills to contribute as viable team members

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    Training Program Proposal: New Hire Training for Complex Investigations Unit

    Sabrina Creighton – Principal

    AML University Training Team

    Problem Statement
    There is a performance gap in the Complex Investigations Unit (CIU) between the
    expected handling of customer-based alerts and actual handling. For each customer-
    based alert, an investigator must review the alert documentation and then perform a
    thorough investigation. For those that must be filed, there is a significant delay between
    the generation of the alert and when the Suspicious Activity Report (SAR) is filed with
    the appropriate government agency. Historically, this group has conducted training as a
    side-by-side, and the training team has not owned this program.

    Needs Analysis
    A needs assessment was conducted in accordance with our Training Needs
    Assessment process. We identified the following opportunities:

     The current training model used by this group is inconsistent from desk to desk,
    and from site to site.
     Performance is inconsistent across the investigators in the department
     Because this is a production-based environment, the “trainer” struggles to
    complete assigned work, so they may speed through training.
     The inconsistency in training leaves investigators with unanswered questions or
    feeling unsure about steps in the process, which causes investigators to work
    slowly through alerts.

    In addition, a survey was conducted with fifteen (15) associates that had been both
    learners and teachers in the current program. This two-part survey was intended to
    collect information about how the current program operated, the experience these
    associate had as learners, and the learner experiences they observed as teachers. Part
    1 and Part 2 of the survey were delivered separately, 1 week apart. Survey participants
    were advised that this was a 2-part survey, but not the context of each part. The main
    purpose of evaluating the existing program was to gain knowledge about whether it has
    achieved or failed its objectives, and what we should consider in attempting to build a
    better program.
    What the results confirmed for me was that the trainer is operating in multiple roles at
    one time. They don’t feel that they have adequate time or resources to create training
    and they feel pulled in many directions while training someone. This seems to be

    Capital One Confidential


    disheartening to the trainers since most of them really want to be helpful in this capacity.
    From the learner’s perspective, they don’t feel that they are being taught the whole
    picture, that training content isn’t teaching them the “why”, and that they are just being
    walked through procedures. Add that to an “open-air” training experience, and the
    learner hasn’t been put in a position to really learn.

    Training Program Proposed


    I propose a formal New Hire Training Program for the CIU to be created by the AML
    Training Team. The training program would include a mandatory 3-week program for all
    new hire associates. This 3-week program would include an official AML Onboarding,
    Instructor-Led AML Theory courses, department-specific courses, as well as on-the-job
    training. The program will also incorporate other types of content including eLearning
    resources, microlearning, reference guides, and infographics. This training program will
    also focus on how the learner can successfully transfer the knowledge from training to
    their job performance.

    Benefits of this Proposed Training Program


    Ensuring that our associates have an optimal onboarding experience into our
    organization is integral to their ongoing success. In a production-based environment, it
    is key for associates to be able to work with speed as well as accuracy. We want to
    foster a culture of support and trust among our associates. By providing this training
    program, associates will have the opportunity to build foundational AML knowledge,
    have structured training to do their jobs, and have a nesting period where they can do
    their work in a supportive environment prior to being transferred to the floor to work
    independently. We fully believe that this program will set them up for success, and on a
    path to continue to grow as investigators.

    Goal for this Program


    The goal of the New Hire Training Program for the Complex Investigations Unit
    module is to help newly-hired associates feel comfortable in the workplace, gain
    valuable information on practices that help them become viable resources for the
    department, and to help them start building skills that will allow them to produce and
    contribute to the department.

    Program Evaluation
    I will use both formative and summative evaluation techniques to evaluate the outcome
    of this program. Using both types of evaluations will provide opportunities to evaluate
    the program during its development and implementation, and improve the program as

    Capital One Confidential


    needed after launch for future learners. The evaluation questions will follow the AML
    Training team’s established Evaluation Process guidelines that are being used by all our
    programs. After collecting and analyzing the data from the four levels I will present the
    results to my stakeholders. Reviewing the results with my stakeholders will give them
    the information they need to determine if the training was an effective intervention. It
    closes the loop on the initial program proposal by providing outcome data that will either
    support the initial program objectives and assumptions, or indicate that additional
    interventions are necessary to address the issue; in either case, I will work with
    stakeholders to identify next steps to move forward based on the results.

    Capital One Confidential

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