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Case 18: Performance, Training, and Change Management: The Australian Banking and Finance Industry

In: Strategic Human Resource Management and Employment Relations

Author

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  • Ami-Lee Kelly

    (University of Newcastle)

Abstract

This case study highlights many challenges in an Australian banking context. The difficulties identified address performance, people management, leadership, training, and change management. The case study focuses on an environment where banking products are a commodity and are differentiated by delivering the best possible service. Within this case study, there are complex interactions following the development of an individual’s career spanning over several months. Elizabeth is employed to firstly manage a large call centre team focused on the delivery of customer service. She is then promoted to a product management role to manage a product set of credit cards for the bank. She comes straight from university into a management role concentrated on coordinating a large team of call centre operators. Elizabeth immediately identifies the gaps between the desired state of performance and the current state. She then faces challenges in her promotion into a new role as product manager for the credit card product set.

Suggested Citation

  • Ami-Lee Kelly, 2022. "Case 18: Performance, Training, and Change Management: The Australian Banking and Finance Industry," Springer Texts in Business and Economics, in: Ashish Malik (ed.), Strategic Human Resource Management and Employment Relations, edition 2, pages 359-370, Springer.
    • Handle: RePEc:spr:sptchp:978-3-030-90955-0_34
    DOI: 10.1007/978-3-030-90955-0_34
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