It is our belief that a strong and effective leader who motivates and inspires their team is a key factor in successful business development. That is why we emphasized the development of managers, improving their leadership skills and the relevant expertise in the Strategy for 2020. At the same time, the requirements on leaders have also increased: we expect our managers to be accountable not only for the work results, but also for the development of the team and for the promotion and propagation of corporate culture at Sberbank.
Change in leadership style
The type of leadership has changed together with the development of corporate culture at Sberbank. The results of a recent employee engagement survey performed at the Bank show that over the past two years managers have curtailed the use of the top-down management style and begun to rely more on a new leadership style that is effective over the long term and promotes employee engagement: a companionable, mentoring and visionary style (emotional support and good relations within the team, support for development, questions instead of ready answers, answer to the question “why”?).
Development of managers
We actively cultivate a training format that allows managers and specialists to share their expertise, hold training based on real-world models and using the Bank’s tools, and increase internal proficiencies. We paid close attention in 2017 to the development in managers of the skills set forth in the new competence model, and established new training programs at Sberbank Corporate University.
Assessment and promotion of managers
Sberbank has various systems for assessment of managers, which are used to give them feedback on their work and to construct plans for their development and advancement up the career ladder. The key tools for assessing managers are:
- 360° performance assessment method (survey of the managers, subordinates and colleagues of an employee to assess the level of development of their expertise): with the introduction of Success Factors, the system was expanded to include all Bank employees at the end of 2017 – start of 2018;
- assessment of a manager’s NPS (survey of the subordinates of a manager to receive feedback on their skills as a team leader): this tool was introduced and tested on 600 bank managers in 2017, and in early 2018 was made available to all managers through Success Factors;
- the Team system of continuous feedback, which makes it possible to give feedback on and request feedback from colleagues on the demonstration of values and progress in the development of competencies. More than two thousand managers at the Bank use the Team system.
Managers at various levels go before annual personnel commissions for the collective discussion of the work results and compliance with the culture of the Bank. The HiPo management talent pool is formed and decisions on the promotion of managers are taken based on their results.
To ensure the Bank’s uninterrupted operations and the maintenance of internal expertise, succession planning is performed for management positions. Employees with high potential are identified, and are given the required knowledge and experience. The succession pool is formed based on employee assessments by the personnel commissions. In 2017 a Talent Pool was formed for managers of sixteenth grade and above.