Recruitment and adaptation of new hires
Our recruitment efforts are primarily aimed at employing young and motivated specialists interested in working at Sberbank. To this end, we are developing friendly business relationships with leading universities and colleges.
Sberbank signed 118 agreements with universities and 22 agreements with vocational colleges in 2015. Sberbank’s representatives read about 2,000 lectures and presented over 100 case contests as part of this cooperation. A total of 13,700 students had their internship at Sberbank in the reporting period.
Subsidiary banks and Group companies also cooperated with colleges and universities to recruit talented students.
|Group member||Initiatives implemented in 2015|
Internship for students (253 interns)
Digital Bank of the Future contest for the students of Polesk State University to generate ideas for electronic banking and selection of the best students for internship
Assistance to Belarus State Economic University (BSE) with participation at the International Financial Conference in Paris held on March
Three-day introductory programmeme at the bank for 102 students from BSE
|DenizBank||Summer internship covered by about 8,000 applications|
Internship for students (100 interns)
Agreements with universities (8 agreements)
Workshops (34) and job fairs (20)
Changellenge Championship for students under the Development of Electronic Sales Channels in Kazakhstan business case
|Sberbank Ukraine||Internship for students|
|Sberbank Insurance||Support of the Annual April Higher School of Economics Conference|
|Trainings for the Moscow Engineering Physics Institute students (65 participants)|
|Yandex.Money||Internship for students (19 interns)|
Education and professional development of employees
Sberbank today operates in a dramatically competitive environment, and the high professional competency of employees and ongoing skills development is one of the priorities of our HR policy. In 2015, Sberbank ran 164 educational programmemes and developed 254 new centralised programmemes. A total of 550,600 training events and courses were taken by Sberbank employees during the reporting period.
The key educational trends in the reporting period were:
- Development of internal educational resources. We are developing a multiplier process vesting high performers with certain authority to conduct trainings for Sberbank employees. We have engaged 1,200 people in this role so far. Further professional development of multiplier competency will be achieved by including them in an integrated trainer competency development course.
- Creation of new training formats. We organised a series of practical workshops, called Dialogue with an Expert, inviting experts from different functional units to share their expertise and skills on different subjects. The event lasts two to four hours. This format implies optional attendance and facilitates best practice sharing in the Bank.
- Enhancing financial literacy of personnel. We launched the Analyst’s Shop project whereby employees learn to analyse and structure large bodies of information and develop systems thinking. This is an integrated course consisting of bite-size, in-class and remote learning modules.
- Succession. In 2015, we started to develop our Management Technology annual programmeme aimed at building necessary knowledge and skills in employees acting as a successor/deputy to his/her manager in the current job. This will help to reduce employee adaptation time when appointed to a managing position.
When choosing educational courses, we include programmemes aimed at hard and soft skill development. We understand that communication and presentation skills and emotional intelligence are very important for our employees, with 46% of them being directly involved with customers. In particular, this approach is outlined in the Service Shop course, developed with the aim of demonstrating the mutual benefits of ideal service. Employees learn how to use an emotional connection (empathy) tools, apply different conflict resolution methods, develop an individual customer approach, etc.
In addition to courses for specialists, we propose a wide range of educational programmemes for managers who have training in Sberbank’s Corporate University. The programmeme portfolio of the Corporate University was finalised in 2015. A total of 25,000 managers (75% of all Sberbank’s managers) had training at the Corporate University during the reporting period. Each student spent an average of 55 academic hours (in class and remote learning). Furthermore, over 200 Sberbank managers took part in the Leaders Teach Leaders programmeme and shared their experience and expertise with their colleagues. Based on the year’s results, the Corporate University was recognised as the best educational centre in the Corporate Education Leaders rating published by RBC.
We are also implementing learning programmemes for managers together with large international business schools, specifically the London Business School and INSEAD. A total of 1,100 managers of the Group’s companies took part in these educational programmemes in 2015.
In addition to in-class courses, we also actively use remote learning, as this is the most convenient format for Sberbank employees. This format does not require employees to be physically present in class and reduces the company’s expenses. We organised 318 remote learning courses with an average duration of 2.3 academic hours in 2015.
The major information portal for employees presenting a wide range of remote learning courses is the Virtual School of Sberbank’s Corporate University. Our results for Virtual School development were as follows in 2015:
- the number of registered users increased by 11,600 people YOY to 47,700 students, with over 90% of them actively using their account;
- employees took 770,500 courses overall (about 16 courses per user);
- over 1,100 different tutorials were published on the website.
When studying, the employees of subsidiary banks and Group companies acquire new skills required to understand the banking business, develop professional competencies, and improve service quality and enhance their personal and social skills.
|Course description||Number of participants and hours of study|
|Development of skills required to improve service quality and customer relations (with external and internal customers)||
109 people, 8 hr
141 people, 64 hr
159 people, 8 hr
|Cetelem Bank||Operation in the competitive environment (learning competitor relations strategies)||2,000 people, 8 hr|
|Stress management||98 people, 8 hr|
|Sberbank Europe||Studying project management methodology and tools||23 people, 16 hr|
|Sberbank Insurance||Self-management: time management for implementing as many tasks as possible||35 people, 8 hr|
|Sberbank Technologies||Training and certification of the International Project Management Academy (IPMA)||345 people, 40 hr|
|Yandex.Money||Successful presentation technology||21 people, 8 hr|
|Sberbank Service||Service engineer (ATM maintenance and repair) course||16 people, 40 hr|
|ActiveBusinessCollection||Review of negotiating techniques and their practical application||364 people, 4 hr|
Courses for the subsidiary banks’ managers aimed at development of leadership and efficient management and communication skills. Examples of courses in 2015 in the Group:
- MBA programmeme: DenizBank employees may get training at Bahçeşehir University or Sabanci University;
- International Rotation Programmeme: Sberbank Kazakhstan employees may have an internship in Moscow;
- interview skills development: BPS-Sberbank and Cetelem Bank managers learn to identify, assess, and recruit the most motivated job applicants.
Sberbank Group also has a developed remote learning network for employees. Depending on the specific nature of a subsidiary, the subjects may vary. Thus, the employees in Sberbank Europe, Cetelem Bank, and BPS-Sberbank have business ethics, anti-corruption and AML/CFT trainings. The students of the Corporate University take remote English classes.
In 2015, we were actively introducing a culture of tutorship in the Sberbank environment. Our objective is to improve the image of the tutor and to show that a readiness to share knowledge and expertise with employees and to develop leaders is an absolutely indispensable quality of a good manager. During the reporting period, we launched the tutorship process for senior and middle management. Within this process, 12,000 employees passed the training under the tutorship programmeme in 94% of territorial banks, leading to the creation of more than 4,000 “tutor and mentee” pairs. In the future, we plan to develop this practice in order for all Sberbank managers to use a tutoring style in their everyday work.
Besides the training for management, we are also expanding these practices for employees. The “Tutorship Workshop” programmeme was launched in 2015, which comprises studying various tools of tutorship, control and feedback methods, methods for assessing the supervisee’s current level, and training formats for people with various styles of motivation. In 2016, the systematic process of tutorship will be introduced for all line managers, with 5,000 managers set to be trained.