Training

The purpose behind training is to support the bank’s business models. The sales organisation of Bank Austria Creditanstalt played a central role. Its comprehensive transformation which was initiated in 2005 continued in 2006. The aim is to substantially increase efficiency and effectiveness in our approach to the market, to customers and in operative performance. New steering tools as well as systems and processes for servicing customers (relationship management) were introduced and specific investments made to build up the expertise of relationship managers. Training and change management measures were closely linked to firmly establish the transformation processes within the system.

The new relationship management models are based on the “generalist” approach, meaning that all relationship managers have to be conversant with the entire portfolio of products and services of the customer target group they service in order to provide customers with competent and comprehensive advice. Thus numerous relationship managers had to undergo professional and sales training to develop and broaden their individual expertise in line with the respective job profile. In 2006 this challenge was met with a training initiative in the “Banking & Finance” segment and with a sales training programme (Sales Academy).

The content of training for the “Banking & Finance” segment and for the Sales Academy was structured in line with the new job profiles. All training courses were revised and adapted to take new and changed products, systems and processes into account. The modular structure of the learning units and the expansion of e-learning resources enabled relationship managers to complete their individual qualification requirements in a time- and cost-efficient manner. In the Sales Academy the new relationship management models and sales concepts were integrated in line with job profile specifications and with a view to consolidating the new sales approach in day-to-day routines.

A new, even more efficient training management system for all sales staff was launched to support the effects of the measures initiated in the training initiative. The new training management system is characterised by a bottom-up modular approach, central elements being the skills and qualifications profile, the training paths under the individual job profiles and the electronic feedback sheet for executives. The integrated system architecture ensures that individual training activities attended by executives and staff under their training plans are blended into a targeted and efficient learning and development process.

Each relationship manager can access the skills and qualifications profile on the Intranet and retrieve the current status of their qualifications along with the respective target for their job profile. Executives also have access to the information regarding the current training level of their relationship managers, which enables them to initiate specific measures aimed at closing any gaps in skills. The system supports this central managerial function by proposing training measures suited to the training status of the individual relationship managers and monitoring learning performance. The value added of investment in training is thus immediately apparent.

Enhancing executives’ professional skills and expertise creates strong leverage for supporting the transformation process. Targets were reached in 2006 by way of additional support in steering and coaching for the sales team. Apart from guidance on management principles applicable throughout the bank, managerial staff in the branches and service centres received instruction in the basic concepts and skills of leadership, management and coaching in all four relationship management models.

Decentralised training measures, media packages and ad-hoc compact training complemented the staff training programme, and supported the bank in achieving its business targets in 2006.

Corporates Division

Human Resources

Divisionalisation made it possible to prepare particularly demanding training programmes, launched at the beginning of 2007, for relationship managers in the Corporates Division. In this context attention is drawn to the participation of relationship managers in a “Master in Corporate Banking” programme offered under the auspices of Bocconi University School of Management in cooperation with Austrian and German university partners and which, apart from earning them excellent qualifications, gives the 50 participants of the UniCredit Group an opportunity for international networking. Furthermore, the division’s top performers are offered the opportunity to take part in a “High Performance Corporates Programme” in which they can brush up their skills in excellent in-house and external training modules.

Apprenticeships

Training young employees for banking careers has long been a priority at Bank Austria Creditanstalt. New apprentices are generally placed with internal departments at the bank in their first year in order to prepare them for their future work in retail beginning in the second year. In the run-up to their final apprenticeship examination, the apprentices, besides attending a seminar to prepare them for the tests, receive intensive support from more experienced colleagues. Again we can be particularly proud of the fact that 60% of BA-CA apprentices passed their examination with distinction in 2006.