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This framework, which was further developed in 2017, ensures that
sound development measures are in place for every target group
and that they are financed through the central budget.
Individual development instruments such as 360-degree feedback,
mentoring and coaching, on-the-job learning through challenging
projects and job rotation are also included in the program.
We help talented people to network as well as learn from each other
through “Talent Events,” which we organize regularly for the entire
RBI AG as well as in individual areas.
More and more talented people are also working on cross-departmental
internal projects, e.g. for identifying fields of action from our employee
survey. As a result, valuable ideas from this target group can be
gathered and put into action. Additionally, talented people will be
given the opportunity to network and “learn on the job.”
Already existing and successfully implemented elements of
management staff development, such as the Talent Lab or the Basic
Leadership Program, were continued and are actively used by
managerial staff. The “Leaders’ Breakfast,” which was also launched
two years ago, 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 eleven “Leaders’
Breakfasts” were held in 2017, with more than 157 managerial staff
from all levels taking part.
Training and development
In 2016, the group-wide pillars of our training and development and
talent management programs were established in the new “Group
Learning & Development and Talent Management Law.” Among
other things, this guideline covers:
• the authorities and responsibilities for HR and organization
development topics (central/local)
• the minimum requirements for the training and development
budget of each network bank and its allocation
• the necessity of a structured training architecture for specialist and
management staff development
• the obligation of each network bank to ensure the regulatory
training measures
• the prohibition of any kind of discrimination in fulfilling measures
for HR development with regard to gender, nationality, ethnicity or
age, etc.
• the prerequisites for the financially supported participation in
Business School programs and corresponding repayment
obligations
• the implementation of the “Spot–Grow–Lead” processes (the tools
of talent management and successor planning) at the international
level
Raiffeisen Bank International | Sustainability Report 2017
© RBI
Gerhard Stefan, RBI AG, Head
of Team Training & Development
“Learning is like rowing against the current:
If you stop, you fall behind.” That’s what a
Chinese expression says. And that is why
the continuous learning and development
of all employees is the top priority for us
at RBI, whether it be technical knowledge,
personal development or leadership
practice. We think that every single person
is responsible for continuously improving
their knowledge and skills, for optimally
taking on new challenges, and thus
sustainably increasing their personal
value in the workplace.
Our task as RBI is to support our employees
in their development as best as we can.
This is done by using a comprehensive
repertoire of classroom training and
digital educational opportunities from
all relevant subject areas, which are
continuously adapted to meet challenges,
and also contain special topics such as
unconscious bias or diversity training for
the empowerment of women. The most
important components are permanent
“learning by doing” through practical
experience in the current job and taking
on new cross-disciplinary challenges. The
banking business is a “people business,”
which is why investing in our employees
allows us to secure the future of our bank.”
QUOTE