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Employee development
Identifying, encouraging and retaining talented individuals is one of the key objectives and prerequisites for a
long-term partnership between employees and the company. We work actively to create clear and individual
development opportunities. Satisfied, committed and empowered employees achieve more both quantitatively
and qualitatively and are likely to remain loyal to the company.
The following chart provides an overview of the employee development measures that are being implemented at
the individual companies.
Overview of measures
Austria CE SEE EE
Detail RBI AG RBSK RKAG RL Valida RCB Kathrein TBSK RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Performance management
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Talent management
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Trainee programs
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Please see the list of abbreviations for the complete company designations.
In contrast to many global companies, we pursue a largely decentralized approach. Within a group-wide
framework that sets the standards and methods for performance management, talent management, succession
planning and development of management staff, the network banks have developed practices tailored to their
specific local requirements so that they can attract, develop and retain talented employees.
Our “RBI Group Management & Leadership Development Policy” sets out the principles for this approach. As a
group, we require common core elements within our culture of management and leadership. We need to be
able to fill vacancies mainly from within the group, and to be able to prepare the next generation of executive
managers. According to this principle, we continuously strive to build our pool of future managers and to develop
our existing ones. This is an elemental building block that forms the basis of a modern system of management and
leadership development.
Performance management
Performance management is an essential element for aligning the contributions made by management staff and
employees with the overall objectives of the organization. It also helps create clarity about performance standards
and expectations as well as helping employees to constantly improve and develop themselves. It is therefore a
central process that is closely linked to other HR processes such as remuneration, promotion of talents, employee
development and career planning. We view performance management as a process that should enable all
employees to perform at their best and to realize their full potential in order to contribute to the long-term success
of the company. It also ensures that all employees are informed about the contribution they are expected to make
and that this is geared towards the overarching objectives of the organization.
Development of performance management
The fundamental values of our bank, such as customer focus, professionalism, quality, mutual respect, initiative,
teamwork and integrity, which have been laid out in our Code of Conduct, have been successfully maintained in
practice for many years. They continue to be the foundation of our business and ethical behavior. However, the
digital transformation and the requirements that come with it also create the need to place certain cultural elements
in a new general context. Therefore, individual responsibility remains a key part of our corporate culture, which
should be further strengthened with the aim of promoting the new requirements for reorganizing the company so
that it becomes a flexible and innovative organization. Performance management provides a framework for the
common growth of employees and managers and creates the foundations for the positive future development of
RBI in a changing business environment.
Raiffeisen Bank International | Sustainability Report 2018