At the Banque Internationale à Luxembourg (BIL), “the employee is responsible for their development,” says Cyrille Thouvenot. The bank with its upskilling programme targets people managers in particular at the moment, as its strategy is undergoing major internal and external changes. “Leadership in general is an enabler for our business strategy and especially for the behaviour we expect. That’s why we work on specific leadership models,” he adds.
For me, it’s a manager’s role to encourage the employee to develop their competences.
This doesn’t exclude other staff, however. An online platform with more than 1,000 different materials is accessible to all. On it are e-learning contents, tutorials, reading material, TEDx videos and specific playlists sorted by theme, for employees to explore whenever they want. While the company doesn’t make any training mandatory (with the exception of regulatory knowledge), as it says this doesn’t motivate the employee, it offers guidance through its managers. Internal exchanges and external coaches complete the hybrid training offer.
BIL in numbers
No. of employees: 2,009
Average staff age: 44 years old
Average seniority: 15 years
Total training hours: 34,283
Mentoring hours: 950
Training days per year: 2.3 per employee