Sura Group is a Latin American holding company, with a strategic focus on the diverse financial services sector. Their purpose is to create well-being and sustainable development for people, organizations, and society. Over fifty millions of clients in 11th countries, more than fifty-seven thousand employees, and 203 billion in assets.

One of the biggest challenges for Colombian companies is to improve the safety and health standards at workplace, which has a positive impact on the operations, absenteeism due to disability, and the costs that care for occupational diseases generates for companies and the state. So, two companies of the Sura Group are dedicated to occupational risk management, one of them is dedicated to the management of professional risks and the other focuses on intervention.

These two companies work in parallel with companies and individuals in identifying the occupational hazards to which they are exposed and in defining and implementing the most appropriate prevention strategies for each case.

ABOUT

Employees: 1.500 – directly involved in the project.

Location: Colombia – 7 cities.

Solution provided: “Changing the value paradigm” | Instructional design | Face to face learning | Active learning | Train the trainers | Inputs to redefine algorithms for intervention plans.

THE CHALLENGE

The intervention plan was focused on the execution of strategies, which made the management and the monitoring of the relationship with the client were focused on activities, budget and hours invested. But this did not necessarily address occupational risks, the preventive approach, and the transformation towards a culture of care.

Clearly, the challenge was far beyond "explaining planning methods."

So we designed a value model that would lead professionals to understand that as long as they continued planning, managing, talking and monitoring in terms of activity, time and risk, the business relationship would remain on an eminently transactional plane, where they leave open spaces to competitors who offer something better in terms of “activity, time and risk”.

This was the beginning of the transformation of the approach.

To influence planning practices, we built a series of specific short cases in the business context, with situations they frequently faced, which allowed them to redefine their planning criteria, focusing on solving "customer problems", not just staying with the implementation of their strategies.

Reversing the training process implies working from the real context and not following the traditional line focused on the explanation of concepts. This raises engagement and allows the training process to be shorter and more efficient.

Our team held sessions with +500 professionals in 7 regions of the country, which allowed us to identify some inputs for the definition of an algorithm for the elaboration of intervention plans. To reach 1000 more professionals, we developed an internal training of trainers, with a specialized instructional design for them and we carried out a tutoring in a real training for each of the trainers, to ensure that they carried out the training properly.

The leaders of teams and audit and control areas also participated in the training process to align, promote, and ensure the process of change in planning.

THE RESULTS

Three months later, sessions were held with team leaders and professionals, in which they presented real planning cases of some of their clients. 67% of the professionals showed better practices in their planning. A year later, positive impacts were identified on risk management indicators, on customer satisfaction and on assuming risk management as a responsibility.