Upskilling in the workplace (1/5)

“It’s a manager’s role to encourage employees”

 “We work on specific leadership models,” says BIL’s Leadership capability manager Cyrille Thouvenot Photo: Matic Zorman/Maison Moderne; BIL

“We work on specific leadership models,” says BIL’s Leadership capability manager Cyrille Thouvenot Photo: Matic Zorman/Maison Moderne; BIL

Companies can offer much more than a professional network and a salary. Delano talked to ING, PwC Luxembourg, CFL, Post and BIL about the importance of continuous learning. For BIL, the employee is the key to their own success, while the company offers the tools for the journey.

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.
Cyrille Thouvenot

Cyrille ThouvenotLeadership capability managerBIL

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