Our mandate to ‘Safeguard Stability and Protect Consumers' requires us as an organisation to drive and manage change successfully, increase organisational effectiveness and enhance our business performance. In support of this our learning solutions are tailored to meet our business and employee needs to Lead Self, Lead Others and Lead Business. We tailor our learning solutions to support specific requirements identified by staff and also provide professional and personal development courses.
Academic and Professional Training Scheme
Our Academic and Professional Training Scheme provides support to staff to pursue relevant third level, post graduate and approved professional qualifications. This support is provided in the form of course fee payment and the provision of study and examination leave where applicable. Approximately 100 employees join the scheme each year and approximately 250 employees are active in the scheme at any given time.
International secondment opportunities are available to staff as part of our commitment to increase participation and influence in international fora. We encourage employees to view secondments as a natural part of career development in our organisation, as they are key enablers to gaining valuable experience and enhanced skills. We facilitate approximately 75 secondments at any one time – this equates to approximately 5% of our total staffing.
Performance Management and Development Programme
Our Performance Management and Development Programme is a two-way collaborative process, designed to help all employees perform to their best by:
- Creating a clear understanding of expectations through collaborative objective setting and a focus on our principles and behaviours
- Enhancing our understanding of how individual performance contributes to Bank wide success
- Providing regular constructive feedback
- Facilitating on-going learning and development
Performance Management operates on an annual cycle starting with setting objectives and development plans. This normally takes place between December and February - line managers and employees plan and agree on business and individual objectives and commitments.
Half way through the year an open two-way conversation about progress and performance against set objectives and development plan takes place between the line manager and the employee. At the end of the year a review of performance against objectives is undertaken - what has been achieved, how it was done, as well as a review of development plans and a discussion around career development. A performance rating is agreed. We operate a five point rating system and additional annual leave is awarded to staff that achieve and excel against expectations.