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 talent.
Materiality
Although the Covid-19 pandemic has gradually eased, there are still many challenges covering economic, social and environmental aspects as well as more intense competition in the banking industry. The Bank therefore needs to continually adapt and develop itself so that it can grow sustainably. To achieve its goals in these challenging times, the Bank gives importance to building and strengthening employees’ capabilities by continuously developing employees’ skills and competencies. Employees are encouraged to have a flexible mindset, demonstrate leadership, and develop the essential skills required for modern banking so that they can succeed in an age which is full of uncertainty and unpredictability. To attract and retain skilled human resources, the Bank focuses on talent management, career path management that creates employee readiness for promotion and moving up in the organization, equal and fair opportunities for skill development, and appropriate remuneration that matches employees’ skills, abilities and performance.
Management Approach
Capability Development for Employees
In order to drive the organization to be a future bank, we are committed to continuously developing and strengthening the skills and capabilities of employees at all levels, encouraging their growth opportunities and enhancing their career progression. In 2022, the Bank concentrated on two areas of skills development: Business as Usual (BAU) skills, and lifelong learning skills that are necessary for future work.
Key Activities
Talent Management
The Bank attaches great importance to the attraction, selection and retention of talented employees at all levels, from the employee to management level, to ensure a talent pool for the future. We prepare employees for supervisory roles to create continuity of succession for important positions. Potential managers are required to have appropriate qualifications in terms of performance, potential, and characteristics consistent with the Bank’s core values, without gender discrimination. The Bank draws roadmaps for skill development and career paths that are suitable for each group of high-potential employees. The Bank also encourages high-potential employees to demonstrate their talents through a particular activity. In addition, the Bank sets attractive and competitive remuneration for employees compared with the industry. All of these reflect the Bank’s commitment to developing talents.
Major Training Activities
Knowledge Day 2022
To meet the challenges in the digital age and adapt ourselves for new business opportunities, we organized the Knowledge Day Virtual Forum 2022 on the topic of Customer Centricity: Put Customer Needs @ the Heart. The project provided employees with useful knowledge and the opportunity to engage with experts to help them develop essential skills for working in the digital age and adapt themselves to new business opportunities. Under the Knowledge Day 2022 project, the Bank organized eight training courses aimed at enhancing knowledge, concepts, and inspiration for work to deliver good experiences to customers as “a trusted partner and reliable close friend”. The eight training courses included: 1. The Decentralized Future: New Trends in Finance, 2. Agile in Practice: Doing Agile or Being Agile? 3. Business New Experience (Innovative Thinking): Case Study TAO BIN 4. Behavioral Science: Knowing Your Customer’s Mind, 5. Data Mindset for Customer Solutions 6. UX UI Design, 7. Heartful Business, and 8. Business Image for Customer’s Expression. A total of 1,839 employees joined the courses in 2022.
Data Influencer Program
The Bank initiated the Data Influencer program, a project-based learning exercise, for the third consecutive year. In 2022, the program was held under the theme of Customer Centricity, focusing on creating a Data-driven Mindset for employees so that they could foresee the opportunities and advantages of using data to create value by resolving certain pain points. Examples included reducing work processes for employees, planning for efficiency improvements, improving work efficiency in the departments of employees who participated in the program, understanding customers’ needs, and creating data analytics champions who could help drive the Bank towards being a Strategic Data-driven Organization, using tools such as Microsoft Excel, SQL, Power BI, and participating in real-world group projects under close supervision from experts from inside and outside the Bank. Altogether 30 employees were selected to participate in the training program, and eight projects related to data utilization were presented.
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