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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. The teaching of languages and cultural know-how is also part of facilitating cross-border
cooperation. 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.
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. results of the employee survey, 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. This includes the annual “Spot–Grow–Lead”
process. This 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 87 percent of the
Management Board positions were filled by internal candidates in 2018.
The program includes individual development tools such as 360° feedback, mentoring and coaching, on-the-job
learning through challenging projects, and job rotation. Talented people are helped to network and learn from each
other through “Talent Events,” which are organized regularly for the whole of RBI AG as well as in individual areas.
Employees in the „talent pool“ are increasingly also working on cross-departmental internal projects, e.g. for
identifying fields of action from our employee survey or participating in our intrapreneurship program “Innovation
Garden”. As a result, valuable ideas from this target group can be gathered and put into action. Employees in the
„talent pool“ are also given the opportunity to network and learn on the job. The “Spot–Grow–Lead” process is
proving extremely successful in various respects, particularly with regard to the career progress of the talented
individuals identified and improved gender equality thanks to improved career opportunities for women. The data
shows that 25 percent of all female employees in the „talent pool“ and 26 percent of all male talents made a career
move to a function with greater responsibility in 2018 compared with 10 percent of female employees and 11
percent of male employees in the „talent pool“ at a company-wide level.
In order to further improve gender equality within RBI’s talent pool and hence ensure equality of
opportunity for male and female employees, we also worked with a number of new approaches.
One of the changes in 2018 related to the inclusion of “additional female assessors” at talent review
meetings. To ensure that the decision-making process at talent review meetings remains as fair as
possible, the managers and the “additional female assessors” were offered gender bias training. Another new
feature in some areas of the company was the introduction of self-nomination in order to further strengthen the role
of the individual in the context of personal and career development. This approach has had a positive impact
on the number of women applying for the talent pool, thereby helping to ensure a better gender balance.
Raiffeisen Bank International | Sustainability Report 2018