91 GRI Index and Assurance statement Engaged citizen Fair partner Responsible banker Human Capacity Report Sustainability management Overview Foreword Level 3: Changes in employee or manager behavior are ascertained through, for example, 360 degree feedback, follow-up training or targeted feedback from the manager or trainer (especially for personality development or management topics). Level 4: The cost-benefit ratio of larger development measures are analyzed by using predefined key performance indicators (e.g employee engagement score, customer satisfaction index, net promoter score, sales volumes or key cross-selling ratios). Talent management and development of management staff Identifying and developing talent is a vital task for ensuring the future success of the company. A variety of coordinated measures and concepts are used for this purpose. The annual “Spot-Grow-Lead” process is one of these. It has resulted in talent pipelines being established in almost all units with consideration of the different local focal points. The success of this ongoing process is demonstrated by the fact that 70 percent of the managing board positions were filled by internal candidates in 2016. The focus at RBI AG in 2016 was on the calibration and promotion of specialists (non-management staff). A comprehensive evaluation of these employees was performed in almost all organizational units on the basis of their development potential. Based on that, suitable development measures were defined. The success of the Spot–Grow–Lead process is impressive: For example, data show that 39 percent of the identified talents in the last two years have made a career step (by contrast, the figure for a comparable group of other employees was only 14 percent). Twelve percent of the talents at employee level were able to achieve a new managerial position within these two years. For the comparison group of employees not identified as talents, it was only one percent. These key figures show that we have succeeded in maintaining the company’s potential: Fluctuation among the talents of four and a half percent annually was significantly less than that of ‘well-placed’ employees (seven percent annually). To continue building on this success in a challenging economic environment, RBI AG rolled out a new framework architecture for the targeted development of identified talents called the “Talent Development Framework”. This framework ensures that the sound development measures are in place for every target group and that they are financed through the central budget. Individual development instruments such as the 360 degree feedback, mentoring and coaching, on-the-job learning through challenging projects and job rotation are also included in the program. Talents Event, © RBI AG Already existing and successfully implemented elements of management staff development, such as the Talent Lab or the Basic Leadership Program, were also continued and are actively used by management staff. The “Leaders’ Breakfast”, which was also launched last year, continued to be held on a regular basis and provided an efficient setting for imparting management competence and networking for the managerial staff: A total of 15 “Leaders’ Breakfasts” were held in 2016, with more than 304 managerial staff from all levels taking part.
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