2016 Corporate Social Responsibility Report

  • Customer

  • Employee

  • Society

  • Shareholder

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Development

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

  • PLN 15,162,660

    total training expenditures in 2016

  • 120,000

    training participations

    19% - training workshops

    81% - e-learning events

  • 989

    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

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

Average hours of training per year per employee by gender
Indicies Female Male Total
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

Developing leaders

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.

Infografika modelu kompetencji menadżerskich - opis obrazka poniżej

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)

Feedback 360

The managers of Bank Zachodni WBK take part in the Feedback 360 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, Feedback 360 was provided to all bank managers using an intuitive IT tool.

Feedback 360

  • 209

    total number of surveys in 2016

  • 94

    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:

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.

  • Stage 1

    Communication of the development opportunity to employees and accepting submissions

  • Stage 2

    Review of submissions based on the agreed criteria

  • Stage 3

    Recommendations of managers and HR Business Partners

  • Stage 4

    Assessment Center for the recommended persons and selection of candidates

Performance evaluation

The system of performance evaluation has been in place in the bank for many years and has been regularly improved. Its aim is to create the culture of dialogue, promote a consistent value system and increase the engagement of employees in the execution of strategic and operating tasks.

Annual performance evaluation – a cycle of quarterly meetings of employees with their managers

  1. Setting individual objectives (beginning of the year)
  2. Support and feedback (during the year)
  3. 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:

Percentage of employees receiving regular performance evaluation by gender Explanation of footballe 1
Indicies
Female Male
Senior management
100% 98%
Middle management
99% 99%
Other employees
94% 90%

Return to the footnote 1in the text Valid as at the end of 2016.