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Raiffeisen Bank International | Sustainability Report 2017
GRI content index / Assurance statement Engaged citizen Fair partner Responsible banker Sustainability management Overview Foreword
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 competence 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 for work-life balance,
mental/physical health, empowerment and motivation, or for 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), RBI AG instituted the so-called 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 for 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.
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 ratios 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 73 percent of the Management
Board positions were filled by internal candidates in 2017.
The focus at RBI AG in 2017 was on the calibration and promotion of line managers and project managers. A
comprehensive evaluation of these employees was performed in almost all organizational units on the basis of
their development potential. Suitable development measures were then defined on the basis of this evaluation.
The Spot–Grow–Lead process has been very successful: For example, data show that 29 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 13 percent). Eight 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.
To continue building on this success in a challenging economic environment, in 2016 RBI AG rolled out a new
framework architecture for the targeted development of identified talents called the “Talent Development Framework.”