The learning and development strategy of CitySavings supports its vision to cultivate highly engaged experts with a mindset of agile learning and development.
It aims to continually build and improve one’s capabilities to perform best at work and to demonstrate broader and integrated knowledge and skills that is consistent to the Digital Transformation of the Bank.
Our CitySavings Bankers are our most important assets and their continuous development and growth are vital focus areas of the business.
Access to the various learning opportunities are made available through CSBeeHIVE, the official Learning and Development platform of the bank.
Employees gain access to self paced learning to build their capabilities of the future and embed agile ways at work.
Each employee is able to chart his capability map and execute his development plan through the bank’s learning pathway.
Intro to CSBeeHIVE v3.mp4
OUR CITYSAVINGS LEARNING PHILOSOPHY
I own my Career,
I own my Development.
Espousing this philosophy, CitySavings aims to democratize learning by making it
Self-driven, Learner Centered, Effortless, Engaging and Fun, Diverse and Work Embedded.
CAPABILITY BUILDING PLAN
The Capability Building in City Savings focuses on the four integral capabilities such as Enabling Functions, Digital Core & Chapter Capabilities and Entrepreneurial Leader Attributes which aim to transform the employees of the bank to Think, Act and Learn differently in the digital world. It ensures that the work force are prepared for the changing demands in the market and technology.
More so, as a high-performing organization, it is highly encouraged that development is democratized, learning and work are integrated, and capabilities are future focused. A capability-led approach allows the Bank to prioritize and focus on areas that drive the greatest value, to equip employees with capabilities for future requirements, and to enable them to work in diverse teams and dynamic environments.
DIGITAL CORE CAPABILITIES
Employees should develop their digital core capabilities to thrive in the work disruptions and to become future ready workforce.
CHAPTER CAPABILITIES
Employees learn through a community of practice with a specialized area. Members learn from the different chapters with a pool of talents.
Chapters is a specialized group that is organized into different capabilities. It comprises of members from different squads with similar and deep expertise and capabilities.
It focuses on building and deepening capabilities, and sharing of best practices between squads.
Chapter members therefore meets regularly to discuss trends, best practices, and current industry challenges and how to solve them.
Chapters are led by Chapter Leads who develop people through coaching and building capability proficiency.
ENABLING FUNCTIONS
Employees should continuously build their deep expertise in their main domain and current function.
Processes that are transactional and cyclical in nature.
Involves infrastructure processes and resources management e.g
Includes cyclical strategic and corporate planning
ENTREPRENEURIAL CONNECTOR
LEADERSHIP ATTRIBUTES
Leaders are equipped to successfully bring out the best in their people, as well as solving problems creatively through collaboration and design thinking.
Hover your cursor on the image to see the description.
A CitySavings Leader...
successfully brings out the best in their people, as well as solving problems creatively through collaboration and design thinking. The digital and agile transformation of the bank rely on its leaders to take on greater responsibilities and operate out of their comfort zones. they are required to think, act, and react differently to take on the challenges of our business direction.
They need to...
abort fear of failure and be courageous to take a leap when required. Leaders should encourage their people to build new capabilities, as they are doing it for themselves. They should be speedy in execution, willing to experiment and learn fast from mistakes. they are bold enough to change the status quo and display confidence in driving change.
These leaders will play...
crucial roles in the execution of the bank's aspiration to be a technology company with banking utilities. They will be in-charge in making critical decisions. Together with their teams, they will co-create on solutions and opportunities that are centered around the customers.
What is your skill level in each capability? What is you target skill level at the end of the year?
At Level 1, you have a general knowledge about some aspects of the skill. You’re just beginning to learn the tools associated with your skill and how to use them to complete simple, routine tasks. You work best within a structured environment with supervision, predetermined processes, and set criteria to judge output against.
At Level 2, you’ve gained a working, fundamental knowledge of your skill domain. While you know there’s still plenty left to learn, you’ve got the basic down. You can solve basic problems and complete tasks on your own - but when a complex issue arises, you’ll likely need some help.
At Level 3, you’ve extend your knowledge beyond fundamentals into the theory of your skill domain. You’re comfortable using the tools of the trade as you continue to develop your technical skills. For the most part, you can work independently on new challenges. You know enough about your skills to be self-critical, and know the difference between good work and great work. You’ve also become good at setting your own goals to measure progress.
At Level 4, you’re a skills practitioner that uses a broad range of methods to solve problems from planning to execution. You can tackle more specialized tasks and apply your skills to complex problems that might require a new process or approach. You can work independently on complex projects, and when those projects are complete, you’re able to look at your work and accurately evaluate whether it was successful.
At Level 5, you have robust and likely specialized knowledge about your skill. You have a proven track record of success, and bring a wide range of cognitive or practical skills to the table to solve new and complex problems. You can lead an initiative and see it through to the end.
At Level 6, you’ve mastered the knowledge, theory, tools, methodology, and processes of your skill domain. Not only can you apply them successfully to pretty much any problem - large or small, simple or complex - you can also clearly communicate these concepts to others.
At Level 7, you’re an innovator and your work is likely highlighted as industry best. You use tools in such a complex and experimental way that others look to you for best practices - you’re the one setting the trends that others will follw. You salso likely have one or two areas of expertise that are highly specialized or advanced.
At Level 8, your knowledge and unique vision of the field are highly sought-after. You have a grasp on what the future of your domain will hold and how it might affect people, tools, technology, processes, and the world as whole. You are recognized as a world-class leader in your field. You and are likely developing new standards and practices, innovating beyond the majority of your peers.
Composed of a variety of courses, and learning opportunities that are either self paced, online and instructor-led learning. It can include any on the job learning activities such as shadowing, coaching and mentoring from a superior and cross-functional experiences. Its focus is to increase one’s proficiency in a given capability. It can be taken sequentially or non sequentially depending on the current development need of the employee.
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*available for desktop users only.
is an illustration of the various capabilities that each employee of the bank is required to have.
Capability-Quick-Reference-Guide.pdf