2. SunTrust Learning In The Organization JUAN AYALA – ASSIGNMENT 1.5 PORTFOLIO PROJECT

3. Past Learning In The Organization Classroom training consisting of 3-6 months without ever being customer facing Review and self teaching manuals on government regulations Finding out what works well and learning how to adapt to it Understanding where the organization is at and how it will sustain that Working inside its parameters

4. Present Learning In The Organization Mary Slaughter - CLO and SVP of Talent Management and Development Adapted a policy in 2008 to administer change into the organization “So how is learning contributing to our organizational change and financial success? The simple answer is that we’ve strategically aligned our work to all three of our guiding principles and to the value chain that promotes profitable growth.” – Mary Slaughter Our 3 guiding principles are: Operating as one team, putting our clients first and focusing on profitable growth.

5. Future Learning In The Organization With the advances in technology SunTrust plans on investing funds into new electronic training programs that learn depending on what strengths and weaknesses exist in each employee. SunTrust understands how technology is changing the banking industry and is committed to train and grow the knowledge and skill set of our existing employees so they can keep up with these changes.

6. How Is The Corporate Goal About Learning Customized For Different Levels? One of the main parts of the set up of SunTrust as a learning organization is its people. SunTrust has spent a large amount of money in coaching to the skills of the top 3,500 leaders in the organization. SunTrust approaches learning for leadership and management development by creating a layered base of teachings that ties into its corporate culture. The program is a year long that has many different aspects of how it will be completed. The top-tier training is not just in class but also includes on-the-job training, three weeks of formal leadership growth, 360- degree assessments as well as involvement from an executive with direct coaching. The next level of learning is the mid-tier program. It is closely related to the top tier program while be a bit more brief. The program has leaders as teachers with the objective of teaching a mindset including various prospectives about the organization and how the organizations philosophy wants to foster its internal connections. The other program is for new leaders. Basic fundamentals are taught about being a coach first and a leader along side of it. The last major customized training program is the training around engagement. In particular it is about client engagement. The client conversation has changed a lot during the past 5 years and this has led to a need for a more skilled personal banker. The personal banker has an extensive learning curve around the importance of an effective conversation.

7. How has the organization helped its employees learn by adapted with technology? SunTrust has programs and employees responsible for overall talent management. SunTrust also manages various succession plans for key employees. The other big area of our learning organization is centered around leadership development, technical training, learning technologies, and corporate university operations. One on One coaching is a big part of learning and growing with employees at all levels. Tuition Assistance Program to promote further individual learning.

8. What Goals Are In Place For Learning? SUNTRUST WANTS TO IDENTIFY WHERE WE CAN GROW AND HOW TO IMPLEMENT THOSE CHANGES IN AN EFFECTIVE WAY PRIOR TO OUR COMPETITORS. THE GOALS ARE TO BE AHEAD OF THE CURB WITHOUT FALLING INTO ANY FADS OR TRENDS, RATHER DOING IT THROUGH QUALITY LONG TERM SUSTAINABILITY. SUNTRUST WANTS TO ESTABLISH AND GROW COOPERATIVE LEARNING ACTIVITIES. SUNTRUST USES A COMPANY CALLED AGILITY DEVELOPMENT GROUP TO HELP FURTHER ITS LEARNING CAUSES

9. The Future Is Brighter Now For Learning & Growing at SunTrust