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Training & Development

Developing talent through education and training is at the very center of ICBC’s corporate management. ICBC highlights education and training. Positioned as a precursory, fundamental and strategic task, training has always been at the top of business transformation and reform agenda of the Bank. In recent years, efforts have been put into education and training with emphasis on the needs of the Bank in relation to strategic transformation and business development to accommodate the new normal of economic growth. Pursuant to the spirit of relevant national talent development policies, the Bank focuses on improving six core systems of the ICBC university, namely, professional competence development, e-learning, overseas staff training, Party member training, professional qualification certification and training resources backup systems. It aims at improving the professional competence of its staff and creating a positive, productive learning environment to raise awareness of the importance of learning among employees, to provide them with learning opportunities and to facilitate the learning of every employee. In 2016, the company offered 51,000 training rounds and trained 5,093,200 people, each of whom was trained for 9.63 days on average. Job skills and overall quality of the staff of the Bank have significantly improved, consolidating the HR foundation for the business transition of the entire Bank.

I. Establishing a standardized, multi-layered staff training and certification system
(I) Implementing the Top Ten Special Talent Training Project and promoting the continuous, systematic, and heightened development of core professional talents for the Group. As part of its endeavor to create an incubator of core professional talents, ICBC headquarters launched the Top Ten Special Talent Training Project in early 2015, drawing on the experience of accredited universities in talent cultivation and management. The project also adopted innovative practices in participant selection, academic structure, training models, participant management and other aspects and achieved fruitful results. Firstly, it created an innovative training model which integrated the academic credit system and the “face-to-face training + online training+ practice” model and formed a system that covered all main business areas and provided unified standards for curriculum, teacher qualification, training materials, case study materials, courseware, examinations, graduation criteria, recommendation and other aspects. Secondly, it optimized project management, established a multi-disciplinary, inter-departmental, inter-institution coordination mechanism, and strengthened the integration of resources, ensuring the project was a joint effort by all departments and institutions. Thirdly, the project attached great importance to quality control, strictly managed requirement plans, project proposals, curriculum, teachers, teaching materials, case study materials, selection, examination and other relevant matters and achieved full process control from different project phases to assessment and to feedback. Fourthly, it aligned training programs with corporate needs for talents, strictly implemented examination and assessment policies, gave certificates to qualified students, offered recommendations on how to use outstanding students and achieved effective convergence between personnel training and use. Since 2015, the Bank has launched 90 projects covering ten fields including management, Internet banking, asset management and financial markets, and trained about 25,000 professional talents. It successfully changed the emphasis of its talent development efforts from job adaptation to professional competence.

(II) Improving the professional qualification certification system and the ability of employees to meet the requirements of their jobs. Focusing on improving employees’ professional qualifications and putting the right people in the right jobs, the Bank effectively links professional qualification certification to the actual job requirements of employees and provides a basis for appointment, post adjustment, compensation determination, business authorization etc. of its employees through a continuous effort to improve professional qualification certification standards and content, setting of job categories, connection between different applications, management mechanism, etc. Currently, ICBC has gradually established, on the basis of the existing job classification system of the Bank, a professional qualification management system that covers 19 job categories, including specialized jobs, sale jobs, operational jobs, customer service jobs, heads of outlets of the Bank under the management category and credit-related jobs. The professional qualification management system, covering standardized processes for standard design, training and examinations, qualification certification, records management and continuing education, is clearly defined along both longitudinal and transverse directions. Furthermore, employees can freely choose to participate in professional qualification training programs and examinations for jobs in different sequences and at different levels, and achieve career development goals through channels offered by the Bank. In recent years, the headquarters of ICBC has been implementing strict examination rules and further strengthened the links between professional qualifications and appointment, business authorization, career development and other matters. The importance and authority of professional qualification certification has further increased.


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