90 Since the roll-out is being done in stages within the group, some subsidiary banks have already begun with corresponding pilot projects. For example, at Raiffeisen Bank Zrt. in Hungary, the focus has been on strengthening personal responsibility for target setting and performance as well as on coaching and employee development. In particular, this attempt focused attention on a forwardlooking approach through the continuous strengthening of mutual feedback. Our strategic approach to training and development Our centralized and decentralized training offers extend to three main areas: leadership development, professional development and personal/soft-skills development. The training goals for leadership development are derived from our group-wide “Leadership Training Architecture” for all management levels. These in turn are based on a series of key competences for managers which were defined by the Managing Board in line with our corporate values. All first-time managers must complete a standard development program which qualifies them for the new role and gives them the tools needed for managing employees. Development programs are also offered for talented managers and successors who have been identified for executive management positions in order to maintain the talent pipeline and continue development. Our top executives (Managing Board and heads of larger areas) are covered by our group-wide executive development program, the contents of which are primarily of a strategic nature and developed in strict consultation with the Managing Board. The development of professionals (non-management staff) is based on training goals which are derived from the strategic priorities in coordination with the Managing Board and the heads of the business areas. Current focus areas are risk management, financing, treasury and financial markets, operations and project management, retail business and IT. For large-scale training initiatives, objectives and key performance indicators are defined and regularly tracked. It is also necessary to carry out training and development that meets regulatory requirements to ensure that executive management staff and key function holders steadily expand their competencies and knowledge in their area of expertise, stay up to date, and can furnish certifications as required (e.g. fit & proper, MiFID II). The goal of personal/soft skill development is to increase the competence of managers and employees with regard to sales skills, communication, presentation techniques, negotiation skills, conflict resolution and other related topics. Language learning and intercultural skills are also part of this because they ease collaboration across international borders. Additionally, the employee survey provides starting points for training initiatives such as work-life balance, mental/physical health, empowerment and motivation or communicating of corporate values. To increase the accuracy and impact of all HR development measures, and to stay as close to ‘internal end customers’ as possible (the respective employee or manager), RZB AG and RBI AG instituted the socalled Learning & Development Consultants in 2015. These are internal employees in the HR development department who are assigned to a functional area they specifically guide. The Learning & Development Consultants are the direct contact persons for the executives of the respective functional area for all issues concerning staff and organizational development. This ensures that the specific training and development needs of each unit can be addressed and met as precisely as possible. We use the four-level Kirkpatrick model to evaluate and ensure success: Level 1: We comprehensively measure the satisfaction of participants with the development measures each individual training activity using evaluation questionnaires (partially in digital form) and initiate any necessary improvements based on this. Level 2: Ongoing training success is documented in regular development meetings that are obligatorily held between every employee and his or her manager. Exams, certifications and online tests are also used to measure the training results.
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