We provide employees with various tools allowing for unlimited m-learning opportunities – more in Mobile development tools. Furthermore, we make sure that they improve and update their knowledge about banking regulations. For this purpose, we organise training and meetings aiming at knowledge transfer, webinars or e-learning.

The development of employees is also supported by elements of the incentive system, such as employee appraisal, focus on work-life balance, mobile workplace or employee volunteering programme. More about the mBank’s incentive system – how do we motivate our employees?

Our activities concerning human resource management and employer branding received numerous awards in 2017. These include, but are not limited to: Top Employers, Best Quality Employer, I love my Job, Power of Attracting Employees (Siła Przyciągania) – a competition organized by Puls Biznesu daily (we received the main prize for the Banking Talents campaign) – EB Stars and EB Creator. More about employer branding –We offer development opportunities to our potential employees.

Training courses and other development activities in mBank Group are adjusted to the needs of our employees and to the current strategy of the employer. In 2017 these included, i.a., the following:

• The “Manager’s Function in the New Strategy” development programme, addressed to all managers from the group and based on two modules that correspond with the two pillars of the new strategy – empathy and effectiveness.

• The “Host, Designer, Coach” programme supporting the development of competencies of young managers.
• Working with engagement survey results – creating committed work environment.
• “Your Development Plan” online training, supporting employees in preparation of individual development plans.
• Our employees responsible for customer service participate in training aimed at sensitising them to the needs of the disabled. In 2017, the HR unit employees took part in the training on recruitment of people with disabilities, their needs and effective communication with them.

In LearningZone, available in the Intranet to all employees, one may find information about development programmes that are currently being implemented. Via LearningZone, one may enrol on a training course or participate in e-learning. Our employees receive information about development activities also via a standard communication channel, e.g. e-mail.

We strongly support mobile development of employees. Mobile development tools offered by mBank to its employees include, among others, the following:

• LinkedIN Learning. A tool available to all the employees; it gives access to a database of more than 10 thousand courses. These courses are dedicated to both soft and hard skills, as well as to extended development paths based on recommendations of experienced business representatives.
• Harvard Business Review Polska. As part of the ICAN Corporate development programme, our employees have been granted unlimited access to the resources of a digital library of the “Harvard Business Review Polska” magazine and to a training module of ICAN Corporate – “The Art of Business Writing” (“O sztuce pisania w biznesie”).
•  NASBI digital library. It is a repository of business books, video courses on IT and managerial expertise available to mBank’s employees.
• Legimi digital library. Our employees may freely use its considerable resources of e-books and audio-books.
• E-tutor platform for learning English. It stores more than 800 lessons at all levels and 150 lessons of business English.

We carry out Performance Needs Analysis (Badanie Potrzeb Efektywnościowych). The analysis makes it possible to find out about development needs on an ongoing basis – from the point of view of organisational units, particular employees and mBank as a whole.

It covers members of the management board, directors of organisational units, and the middle and lower-level management. On the basis of its results, we develop the plans of increased effectiveness as regards development and training for particular areas of operations and organisational units.

• summary reports drawn up by training companies, including their conclusions and findings;
• meeting summarising a training course (a talk of the trainer with an employee of the HR unit and a competent manager);
• an evaluation survey;
• direct meetings of an HR unit employee with training participants;

• work or homework to be done by training participants and assessed by the trainer or the manager;
• post-training activity plan for participants;
• arrangements between the training participant and the manager or the HR unit employee concerning post-training implementation of ideas;
• knowledge sharing by participants.