PersonnelPersonnel

The year 2020 posed a number of new challenges for VTB: the coronavirus pandemic, the associated increased security measures for employees and, as a result, the widespread adoption of remote working arrangements required the reconfiguration of many processes related to personnel management and the acceleration of the digitalisation of HR tools.

As of 31 December 2020, VTB Bank employed 60.3 thousand people (compared with 59.6 thousand as of 31 December 2019), while VTB Group employed 79.2 thousand people (compared with 82.3 thousand as of 31 December 2019). The main driver behind the change in the Group’s headcount was the reduction in the number of employees at Vozrozhdenie Bank, West Siberian Commercial Bank and Sarovbusinessbank.

Headcount

VTB Bank
60,324
VTB Group
79,217

Average term of employment (years)

VTB Bank
6.3
VTB Group
6.3

Average age

VTB Bank
35.4
VTB Group
35.7

Percentage with higher education

VTB Bank
84%
VTB Group
84%

Percentage of women

VTB Bank
72%
VTB Group
70%





Percentage of men

VTB Bank
28%
VTB Group
30%

Recruitment

In 2020, the Bank continued developing its employer brand – an effort that received high praise in the market. The Bank was named one of the 10 best employers in Russia according to Forbes for the second year in a row, and was among the three best employers in the banking sector according to HeadHunter, FutureToday, Universum and Best Company Award. The Bank’s specialised career portal, vtbcareer.com, was visited by more than 600 thousand unique users during the year, more than 40 thousand of whom responded to vacancies at the Bank.

Despite the pandemic, the change in business processes during the transition to remote work and the continued high degree of competition in the labour market in a number of specialties, the Bank recruited more than 11.7 thousand people in 2020, 1.2 thousand of whom were for management positions, more than 1.4 thousand for IT positions and 7.5 thousand for positions in the Bank’s regional network. More than 1.1 thousand highly qualified employees were hired as part of efforts to develop one of the Bank’s key strategic projects – the 600 Days Programme.

Work with young specialists

The Bank continues to develop its internship programme for students and young professionals, creating a new subject area in 2020 called the School of IT Professionals. In total in 2020, more than 500 people took part in internships throughout Russia (including through the Growth, Junior and IT Junior programmes), more than 150 people of whom completed training as part of VTB’s IT team.

Proactive work continued with the young IT community: about 500 young IT specialists took part in the More.Tech hackathon, which was held online. All the winners and the most talented participants were invited to discuss possible employment with VTB Group.

In 2020, VTB Bank launched its One Step Ahead grants programme to support talented senior undergraduate students. Over the two-month selection period, more than 9 thousand students from 350 Russian universities in 16 cities took part in the competition. The competition finalists included 50 students, each of whom received a personal grant from VTB Bank for their professional development.

Also in 2020, the Bank acted for the third time as the main organising partner for the I Am a Professional competition for Russian students within the framework of Russia – Land of Opportunity platform; winter schools were held in finance and credit and business informatics, and practical workshops, business games and business simulations were organised.

Incentive and remuneration system

VTB’s current incentive and remuneration system is designed to motivate employees to perform their duties at a high level and to be results-oriented.

In 2020, work continued to improve the remuneration system and to make wages more fair internally and more competitive externally. Within the scope of the existing grade system, employee salaries were analysed in comparison with the market at the end of 2020; as a result, the Bank’s management agreed to increase employee salaries by an average of 5%.

One significant event that took place in 2020 was the introduction of cross-functional teams made up of experts from business, IT and other support and control departments, which create and develop products and services to meet the complex needs of customers. An appropriate annual bonus system was developed for these teams, whereby the remuneration for each employee depends simultaneously on the fulfilment of the team’s business goals and on an individual performance assessment determined jointly by their functional and administrative supervisors.

Personnel assessment and career development

In 2020, projects to assess the leadership potential and competencies of managers and their teams in order to determine areas for further development and career advancement remained a fixture: the number of such projects increased 2.5x compared with the previous year; about 500 employees from different Bank divisions – from specialists to senior management – took part in them. Special attention was paid to the development of employees’ IT skills (in total, more than 1.6 thousand employees in 18 roles and IT specialisations were assessed in 2020); based on the results of the assessment of employees’ professional knowledge and skills, appropriate training events were organised.

At the end of 2020, a large-scale programme called Career Paths was launched for employees in the Bank’s regional network; the programme is aimed at creating a comprehensive and effective system for promoting employees within the organisation, developing and retaining highly successful personnel and shortening the period for their onboarding in new roles.

Training and development

The development priorities for Bank employees in 2020 were guided by the objectives outlined in VTB Group’s development strategy, corporate values, as well as the challenges of a new reality that require flexibility and readiness for change, a strengthened culture of leadership and efficiency, increased digitalisation and customer-centricity. Training has become more adaptive, based on the development of an individual training trajectory and taking into account each employee’s existing knowledge, abilities and motivation. Training programmes were converted to an online format using new digital capabilities.

Partnerships with international business schools also continued. More than 700 Bank managers took part in a variety of training programmes at leading business schools, including programmes customised at the Bank’s request on subjects of current interest (innovation and value creation, team management, digital transformation, leadership and performance management, etc.).

League of Champions, a new development programme for management personnel from the Bank’s regional network, was launched; in 2020, the main topics covered were business strategy, risk management and performance management. The Bank launched a School for New Managers for newly appointed line managers in the regional network. The heads of IT departments are developing their managerial skills through the Team Lead Code and Manager Level Up! programmes.

During the period when the epidemiological situation in the country was at its worst – when remote work was having a considerable impact on business processes and team interaction – the Company conducted a three-month online development marathon, called Study at Home, on various topics for employees of VTB Bank and Group companies. In total, more than 47 thousand employees (18 thousand managers and 29 thousand specialists) took part, and 390 training webinars were held.

Through online training, employees were able to continue developing their functional skills; all new and existing employees from the sales and support units in the Bank’s regional network were able to acquire or improve their professional expertise relating to the Bank’s products and services in a timely manner.

As part of the Bank’s digital transformation and the transfer of various technological platforms to a single technological stack, training for employees of cross-functional teams began in 2020. The involvement of internal Bank experts, meetups, tech talks, workshops and the creation of professional communities were widely used.

Internal communications

Amid the pandemic, the internal communications function moved all major events and meetings with executives and the regional network online. More than 4 thousand people took part in such events.

Internal communications took on particular importance during the pandemic as a means of promptly informing staff about all key management decisions, including with respect to working arrangements depending on the changing situation at the regional level and the implementation of various preventive and organisational measures aimed at preventing the further spread of the coronavirus.

Progress was made on building bottom-up communication channels in the regional network. A community was created of 200 leaders who are shaping the agenda and generating unique content from every point where VTB Bank operates in the Russian Federation. As a result of this work, a total of more than 600 regional news items were broadcasted through internal communications channels, with over 186 thousand views on the intranet portal.

Digitalisation of HR processes

Work continued in 2020 on the installation of a new personnel management system based on a new-generation SAP; piloting was completed of all HR modules on the SAP HCM platform, of the analytical reporting module on the SAP BW platform and of service options for employees and managers on the SAP Fiori platform.

The introduction in 2020 of robotic technology in the recruitment process, which helped with the hiring of about 3.5 thousand employees in the Bank’s network divisions throughout the country (which accounted for 46% of all employees hired in the network), enabled the Bank to implement a convenient and paperless workflow from a candidate’s initial response to a vacancy notice right up to onboarding. The introduction of this technology made it possible to improve the quality of personnel search and selection processes and to reduce the hiring period by almost half.

The Bank also carried out systematic work on the further digitalisation of internal communication channels. A project to create a new intranet portal was completed; the portal is an information space and a single entry point to key corporate resources and services for employees. A digital version of the Team Energy corporate magazine was developed.