Fairness, consistency, meritocracy, uniqueness: these are the values that guide the policies of the Group in its personnel management. And they translate into a constant readiness to listen to the needs expressed by staff and a keenness to identify paths of career growth that are able to enhance the qualities of each and every employee, through assessment processes, remuneration policies and objective and transparent incentive schemes.
Skills Recognition allows managers to recognise and develop the knowledge and skills of each employee in the performance of their role, through a process of identification/self-identification of skills and subsequently rewarding results through individual discussions.
The Skills Recognition process is usually proposed in the final quarter of the year to support the activities of management and tool involves, according to different levels of responsibilities, all Company employees, in three different stages:
Feedback and discussion with employee and manager (a time for comparing the results that have emerged and planning appropriate development actions)
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Skills recognition (the assessor observes the skills of employees and the latter make a self-assessment)
Supervision (Human Resources monitor the results)
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Performance Assessment identifies the contribution of each employee to achieving business results through a process of planning objectives and mid-term and final evaluations which always involve a direct discussion between the manager and the employee.
The process of Performance Assessment takes place throughout the year, and involves, according to different levels of responsibilities, all Company employees, in three different stages:
Final evaluation of performance
(the assessor summarises the results reported the previous year and shares them with the employees, usually during the first four months of the year)
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Planning of expected performance (the assessor assigns goals to employees, usually in the first four months of the year)
Intermediate assessments (during the course year the manager and the employee verify the results achieved and implement, if necessary, any corrective actions)
The elements that emerge from these two assessment schemes, combined with other management data and background details, allow us to develop a training programme and professional development path in which every employee has an increasingly active role.
An example of a career paths for network banks:
An example of a career paths for central units: