Bank Saint Petersburg inspires its employees to grow and gives them every opportunity to unlock their potential and progress professionally. The human resources management strategy is set in the HR Policy and remains unchanged. However, the Bank applies unique and innovative HR management approaches and practices according to its business goals, from recruitment and competency training to employee engagement management.
Bank Saint Petersburg is one of the largest employers in the region, with a head count of 3 981 employees as of January 1, 2017. Currently, 40% of the Bank’s staff work in the branch network and 26% work in the Head Office business departments.
A BANK FOR THE BEST
Bank Saint Petersburg aims to recruit only the best banking professionals. The growth in headcount by 9.9% in 2016 was due mainly to the expansion of the business – by opening new offices and expanding digital banking development.
The Bank uses dedicated Internet platforms to promote its employer image and to find and recruit candidates. Hard-to-fill vacancies are dealt with through targeted selective recruitment. Communication with potential candidates is supported through advertising campaigns and the Bank’s participation in dedicated forums, job fairs and roundtables. In May 2016, for the first time, the Bank introduced itself as an employer at the city’s Book Forum, with a youth-oriented presentation of the Bank’s digital development concept.
In addition to traditional recruitment channels and targeted selection, the Future Banker training program for university and college graduates, launched in 2011, remains one of the Bank’s efficient recruitment tools. Of the 122 students from the city's leading colleges who took part in the program in 2016, 82 received job offers from the Bank.
CULTURE OF RECOGNITION
The culture of recognition, one of the three pillars of the Bank’s corporate philosophy, was expressed in interactive formats in 2016. The Bank’s employees built a “THANK YOU” wall, a special installation project where everyone could publicly express their appreciation for their co-workers. By the end of the two “THANK YOU” weeks, employees had sent each other 10 000 thank you cards, inspiring their colleagues to reach new heights. Furthermore, the special “Say THANK YOU” functionality available through the Bank’s intranet website, which enables employees to say thank you to their teammates in just one click, was already used 30 000 times.
The Bank publicly recognizes the outstanding achievements of its employees. Various team building and educational events are regularly held as an incentive for different staff pools. In 2016, employees took part in cooking classes, bowling tournaments, a dress code workshop, video shoots, escape room games, cartoon making, field trips and other events.
The Bank of Gifts, an automated feature on the corporate intranet website, issues more than 20 types of store gift certificates to the 300 best employees of the branch network who have demonstrated outstanding achievements on a quarterly basis. In 2016, the total value of certificates awarded reached RUB 10 mln.
DEVELOPING THE BEST
One of the 12 rules that most closely reflects the Bank's view with regard to personnel training is "Develop yourself and others." The Bank understands that creation of a team of the best achievers is only possible with constant staff training.
The Bank pays special attention to its branch network employees. In 2016, a total of 400 training events focusing on banking products and sales were provided to 86% of branch employees. Training in banking products and services requires internal coaches – highly efficient professionals who share their knowledge with others. Products and sales training was held in 2016 for a total of 3 567 employees, or 90% of the headcount.
The new moderator project is targeted at proactive employees of the branch network who demonstrate leadership skills. This effort for the development of professional competencies involves 168 experts in various products. This moderator initiative builds experience in teamwork and mentorship within the outlet office and allows its employees to grow by training others.
The most promising, active and talented employees of the Bank's branch network take part in the Bench Strength program with the aim of developing corporate and management competencies. The program gives employees a head start in professional growth and career development. The best program participants enter a pool of candidates who are to receive further training and, subsequently, fill the Bank's key vacancies.
Many current Bench Strength participants from the retail business have substantial mentorship experience. Each retail office employee is trained by an assigned mentor, a technique that facilitates the onboarding process, improves the quality of service and enhances the sale of banking products. Having shown itself to be highly effective, mentorship is now also practiced at the Bank’s Headquarters, in particular, at the Call Centre of the Retail Business Department and in the Bank's Back Office.
The Bank promptly reacts to market changes and offers its employees integrated training programs. For instance, the ExIm business training program consisted of a product-related section, delivered by the Bank’s subject matter experts, with input on knowledge and practices from various St. Petersburg colleges, as well as a skills section that put internal resources to use. This integrated approach to staff training was highly acclaimed by the management and will continue to be practiced in the future.
The NEST project, which was unique not only for Bank Saint Petersburg, but for the entire banking sector, presented outlet office managers with an opportunity to implement various performance improvement initiatives at their offices, with guidance from members of the Management Board. The effectiveness of the NEST project was also highly regarded by the professional community: the project was a runner-up for the prestigious HR Brand 2016 award.