Our training programmes support the development of employee competences in accordance with the needs arising from the bank’s strategic plans and key business projects.
The document which governs all educational activities is the Training Policy. The important aspects of the employees’ development include using the skills acquired in the workplace and sharing knowledge with other team members.
Training events in 2016
total training expenditures in 2016
19% - training workshops
81% - e-learning events
employees received financial aid for educational purposes
762 – learning foreign languages
108 – training events including certified courses
119 – MA or postgraduate programmes
Goals for 2016
- Taking care of the high level of specialist knowledge required in the workplace
- Optimised use of system tools
- Providing knowledge and skills in broad thematic areas, such as e.g. customer service standards
- High degree of employees knowledge about risks and practical risk mitigation skills
The training of the branch network staff carried out in 2016 focused on enhancing their competences related to customer service, knowledge of the products and systems, building the culture of risk awareness and legal expertise.
The subjects of training delivered to the employees of the business support centres included digitalisation, business and financial analysis methods, advanced IT skills, business ethics, risk analysis and HR and payroll knowledge. Additionally, interpersonal and managerial skills were developed.
One of the priorities of our training policy is to ensure the appropriate level of knowledge and competences of the employees of our subsidiaries, partner outlets, intermediaries and brokers.
Total hours of training by gender
|Total hours of training by gender||359,634||134,256||493,890|
|Number of employees||8,774||3,147||11,921|
|Average hours of training per employee by gender||41||43||41.4|
Total hours of training by employee category.
Average hours of training per employee by employee category
|Indicies||Senior management||Middle management||Other employees|
|Total hours of training by employee category||8,114||111,562||374,214|
|Number of employees||230||1,674||10,017|
|Average hours of training per employee by employee category||35.3||66.6||37.4|
The quality of management in Bank Zachodni WBK is supported by the model of managerial competences which covers four areas with the highest impact on the achievement of our business goals and the effectiveness of employee engagement activities.
The infographic presents the four areas of the managerial competences model. The first one is ommunication, which includes sharing information, communication listening and cooperation. The second one is Leadership, which includes vision and strategy, team building, change management and decision making. The third area of the managerial competence model is Motivation and Development which includes effective motivation, engagement in learning and people development and upgrading skills and competences. The fourth area is Business Management which includes responsibility for the financial performance of the organisation, responsibility for risks in the managed area, setting the quality standards and building the organisation on the market. The four areas together make up the model of managerial competences..
The training and development offer based on the model is intended to help improve the key managerial competences and skills. In addition to workshops and e-learning courses, it includes webinars and a collection of selected books and publications. Moreover, in October 2016, a series of inspirational meetings with a Board Member was held, devoted to the subject of natural leadership. The meetings served as a platform for sharing experience and good practices.
Managerial competences model in 2016
- 1,237 recorded training participations
- 742 trained managers
- 3.83 – average training programme score (on the scale of 1 to 4)
The managers of Bank Zachodni WBK take part in the360 survey which examines their competence level and the extent to which the Simple, Personal and Fair values have been implemented in practice. The evaluation is summarised in the form of a detailed report containing the opinions of selected respondents on the skills, attitudes and behaviours of the evaluated person. The results can be discussed with an HR Business Partner or the expert development.
The development of managerial competences is additionally supported by a coaching and mentoring programme adjusted to individual needs. In 2016,360 was provided to all bank managers using an intuitive IT tool.
total number of surveys in 2016
number of evaluations completed before the end of 2016
We appreciate talents
In October 2016, we launched two new programmes for branch employees.
Become Branch Director
36 advisors from all over Poland were being developed with a view to becoming branch directors in the future.
Managing Leader Teams
10 branch directors from all over Poland were being developed with a view to becoming regional directors in the future.
Participants of both programmes were carefully selected from 150 candidates who enrolled in the programme, in a multi-stage, objective and transparent recruitment process. The following criteria were used:
- very good long-term performance results
- very high level of competences required to carry out current duties
- above-average potential for future development
The programme will continue until October 2017 and the expected outcome is development of the participants to meet the job requirements of their future roles.
Communication of the development opportunity to employees and accepting submissions
Review of submissions based on the agreed criteria
Recommendations of managers and HR Business Partners
for the recommended persons and selection of candidates
Annual performance evaluation – a cycle of quarterly meetings of employees with their managers
- Setting individual objectives (beginning of the year)
- Support and feedback (during the year)
- Annual review (end of the year)
During the summary of the performance evaluation process in 2016, we focused not only on the achievements but also on the question whether our way of work was consistent with the Simple, Personal, Fair values.
For employees whose performance was evaluated as ”significantly above expectations”, personal development plans were prepared offering a range of opportunities, including the participation in:
- Employer branding projects (e.g. Campus Expert)
- Innovation Bureau projects (e.g. In Innovation We Trust)
- Mentoring programme
- Corporate internships in Santander Group companies in Poland and abroad