Talent Attraction and Development
Commitment
To build a future-ready workforce by equipping employees with future skills to accelerate the Bank’s digitalization efforts and supporting employees to develop a future-proof career along with retaining talents
Materiality
The banking sector is facing a variety of challenges, including technological changes and innovations, increasing competition, emerging risks and changing consumer behaviors, all of which will significantly impact the Bank’s business performance. To effectively respond to these changes and uncertainties, the Bank must ensure the readiness of its workforce. This includes recruiting a sufficient number of qualified candidates, as well as continuously developing the skills of existing employees. Our focus on developing skills and capabilities of existing employees, alongside attracting and retaining high potential employees, will enable us to adapt smoothly and swiftly, increase competitiveness and grow sustainably over the long term. Key initiatives in employee development include providing continuous training programs, fostering high-potential employees, setting career paths, providing equal and fair opportunities for skill development, and determining appropriate remuneration that matches employees’ skills, capabilities and performance. These efforts will enable employees to thrive in their careers and drive us to successfully achieve our short-term and long-term goals.
Management Approach
Capability Development for Employees
The Human Resources division is responsible for overseeing, managing, and developing the skills, knowledge and capabilities of employees with due consideration of the ongoing fast-paced changes and challenges. This includes promoting a work environment that is conducive for learning, developing skills and inducing creativity. In 2024, our key initiatives in employee capability development were as follows:
The Human Resources division is responsible for overseeing, managing, and developing the skills, knowledge and capabilities of employees with due consideration of the ongoing fast-paced changes and challenges. This includes promoting a work environment that is conducive for learning, developing skills and inducing creativity. In 2024, our key initiatives in employee capability development were as follows:
- Capability Development to Keep Up with Technological Changes
We organize training programs to develop future skills and knowledge such as understanding new technologies, using digital tools, and developing data analysis skills. These efforts aim to prepare employees to adapt to technological changes, better analyze and understand customer needs, and apply their knowledge and skills to improve future work. Furthermore, we have implemented project-based learning through the Tech Adoption Challenge Season 4, under the concept of AI Empowerment. This initiative focuses on utilizing artificial intelligence tools such as Copilot, AI Builder, and Microsoft Power Platform to encourage and motivate participating employees to learn and develop skills in using new tools. The goal is to enhance work efficiency and create solutions that meet customer needs.< - Capability Development to Perform Effectively
- Credit Skills
Focusing on developing credit analysis skills, such as Corporate Cash Flow Analysis and Advanced Financial Statement Analysis - Sale and Relationship Skills
Enhancing sales and customer relationship management skills through training on Consultative Selling, Business Negotiation, and Persuasive Sales Talk, together with creation of a Selling Guide for new employees. - Leadership and Soft Skills
Developing leadership skills so leaders can lead themselves and their teams to achieve the organization’s goals. This includes enhancing people management skills and fostering leadership development that emphasizes self-awareness, empathy and emotional intelligence. The objective is to strengthen management practices that builds positive relationships within teams, increases wellbeing among colleagues, and promotes mindful leadership which is the basis for the long-term success of an organization.
- Credit Skills
- ESG for Sustainable Banking
We are committed to providing knowledge about Environmental, Social, and Governance (ESG) to employees as well as related impacts, risks and opportunities in order to build awareness and understanding of the ESG factors that may have a significant impact on the Bank and its stakeholders. These enable employees to apply this knowledge in their work and giving advice to customers. - Talent Attraction
- Enhancing the Bank’s brand to reflect a modern and innovative identity, and utilizing social media to communicate the Bank’s working environment and organizational culture to target candidates.
- Improving the recruitment and selection process to make it more efficient and faster, including enabling candidates to take online tests.
- Partnering with affiliates to organize Career Explorer/Career Roadshow events to attract target students studying in Thailand or abroad to join the Bank after graduation.
- Implementing a Referral Program by encouraging employees to recommend friends or acquaintances to join the Bank especially for those key positions that are in high demand in the market.
- Providing internships under the Bangkok Bank Student Internship Program for students studying locally or overseas. The internship program focuses on active participation and interaction through a project-based learning approach, aiming to provide a valuable learning experience while fostering positive relationships between the Bank and the interns, who may be interested in joining the Bank in the future.
- Offering scholarships for master’s degree programs at universities both in Thailand and abroad for talented employees and qualified external individuals.
- Talent Management
We place great emphasis on talent management throughout the entire process, from selection to development and retention, at all levels from officers to executives. This aims to ensure a smooth succession plan for key positions and to prepare future leaders who will play a crucial role in driving the business forward. Those selected as high-potential employees must demonstrate suitability in terms of performance, potential, and alignment with the Bank’s core values, with no gender consideration. We have developed roadmaps for skill development and career progression pathways to enhance the necessary skills of each group of high-potential employees and to prepare them for future leadership roles that can adapt to changes effectively. Furthermore, we encourage high-potential employees to showcase their capabilities through special experience-sharing activities. In addition, to demonstrate our commitment to valuing and retaining high-potential employees, we ensure that remuneration packages are competitive with the market. - Performance Evaluation
We have established systematic and standardized guidelines and criteria for performance evaluations, requiring that clear objectives and performance targets be set annually both at the individual level via Management by Objectives and at the team level via Team-based Performance Appraisal. The evaluation results are not only used as a basis for determining remuneration but also serve as a tool for monitoring employees’ ongoing performance, whether working within teams, across teams, or across units. We conduct performance evaluations twice a year.
We periodically update the employee performance evaluation process to ensure it remains up to date and aligned with the Bank’s policies and key objectives. Recently, we have introduced new evaluation approaches in some units, such as multidimensional assessment to capture a comprehensive view of an employee’s performance from various stakeholders, coaching and feedback to provide opportunities for discussing issues, progress on assigned tasks and areas for improvement or development between employees and their supervisors. Furthermore, we have adopted an agile performance management approach, focusing on collaboration, regular consultations and continuous feedback to help employees identify areas for improvement, ultimately leading to enhancing their performance.
Key Activities
In 2024, we organized a range of training programs and activities aimed at equipping employees with the skills required to succeed in the modern workforce and in the future, as outlined below:
- Tech Adoption Challenge Season 4
We launched the Tech Adoption Challenge Season 4 under the concept of AI Empowerment to encourage and motivate participants to learn and apply artificial intelligence tools such as Copilot, AI Builder, and Microsoft Power Platform. The goal was to enhance work efficiency and solve internal process challenges. The program adopted a project-based learning approach, enabling participants to develop skills in areas such as development, design thinking, pitching, and project management. A total of 178 developers from 43 teams participated, collaborating to create innovative solutions for the Bank. If the projects from Tech Adoption Challenge Season 4 are implemented, they are expected to generate the following business impacts: 1. an 84% improvement in work efficiency; 2. a reduction of 3,351,673 sheets of paper, equivalent to preventing the cutting down of 285 trees or reducing greenhouse gas emissions by 19 tonnes of CO2; and 3. reducing the expense of hiring external developers by approximately Baht 10 million per year. - Knowledge Day Forum 2024
The Knowledge Day Forum is held annually with the aim of providing employees with knowledge and enhancing their skills through training. It also supports employees in adapting to digital transformation. In 2024, the focus was on the application of artificial intelligence technology in the workplace, driving digital change within the organization, and creating value for customers. The total number of participants in the Knowledge Day Forum 2024 was 1,642.
This year’s training consisted of six courses, as follows:- AI - Your Everyday Companion with Copilot Pro: This session focused on learning from real-life case studies of using tools within the Bank, which will enable participants to more easily apply them to their own work. Number of participants 680.
- From Insight to Performance with AI & Data: This session provided knowledge on how to understand customers in depth through data analysis, including the development of new products and services based on data-driven thinking and analysis. It also covered the use of artificial intelligence to build customer relationships and enhance marketing efficiency. Various tools such as Predictive Intelligence, Data-driven Insights, and Generative AI Assistants were discussed, along with case studies from leading companies in the financial and banking sectors both domestically and internationally. Number of participants 294.
- Global Trends of AI for the Future: This session explored future trends in artificial intelligence, as well as currently popular AI technologies. Case studies were presented on AI applications in the financial and banking sectors, such as data-driven decision-making, service improvement, new product development, and fraud detection. Number of participants 178.
- Collaborate Seamlessly Unlocking the Power of Microsoft Loop for Banking Teams: This session focused on the use of Microsoft Loop to update information and communicate in real-time, as well as its application in effective project management. Number of participants 218.
- Meta Commerce and its Business Opportunities: This session explored the emerging changes in business driven by the Metaverse, offering examples of technologies such as Meta Commerce, with case studies from both domestic and international situations. The aim was to anticipate future technological developments and the impact of Meta Commerce on the economy and financial institutions. Number of participants 138.
- AI - Driven Green Finance - Transforming Sustainability in Banking: This session focused on how artificial intelligence can be used to analyze data and assess ESG risks. It also provided examples of AI applications in managing ESG risks and supporting ESG initiatives within organizations. Number of participants 134.
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