Building credit, risk and commercial judgement capability at Digitide

Digitide approached the corporate learning desk with a capability problem in credit, risk and commercial judgement. The presenting symptom was regulatory change arriving faster than the training calendar, and branch leadership being promoted before they have underwritten independently.

Discovery ran across three sessions with the L&D team and the business heads who owned the gap. The population in scope came to 584 employees, spread across levels, which ruled out a single course and pointed towards a levelled structure.

We built a role-level competency matrix with the Digitide HR team and baselined the population against it before any content was written. 6 programmes were then designed against that matrix, each module traceable to a named competency.

Delivery ran in 2 waves so the business was never short-staffed, with roughly 41 line managers briefed on what their teams were being asked to do differently. Every live session was recorded, and the schedule was built around the financial services operating calendar rather than faculty convenience.

Cohort completion settled at 93%, measured as learners who cleared every assessment, not as learners who attended. The same competency instrument used at baseline was repeated at the close of each wave.

The end-of-engagement review with the sponsor covered movement against baseline, the effect on turnaround time on credit files, and — as in every iAdmit review — the design decisions that did not work and were changed between waves.