Bank Zenit (Websoft HCM (formerly WebTutor))

2023: How to evaluate 2,900 employees using the 360 method: Zenit Bank case

The Bank launched a comprehensive assessment project to understand the current level of personnel in order to further propose an individual development plan for everyone. WebSoft told how the company introduced and automated the 360 assessment system, drew up individual development plans based on its results, and how the Websoft HCM system helped in this process.

Project Objectives:

• Develop a competency model
• Conduct a comprehensive assessment of the employees of the combined Bank
• Draw up an individual development plan for the assessment participants
• Create a talent pool from internal bank employees
• Get feedback from bank specialists on areas of activity
• Identify the wishes of employees about their professional development

Evaluation procedure

The evaluation procedure consisted of several steps:

1. Testing as Knowledge Testing

At first, the employee was assigned control testing, which included questions on the direction of activity and regulatory documents of the Bank.

2. Rating 360

• Self-assessment
• Peer assessment
• Direct Supervisor Assessment

Valuation format. Employees were evaluated according to single competencies: five competencies for line employees, 10 competencies for management. Each competence included a set of three to six indicators. Indicators revealed the essence of the competence in the form of a description of specific actions taken by an employee during work. For each indicator, the employee was rated on a scale from 0 to 4, where zero - the employee almost never demonstrated a certain behavior in work, and four - always demonstrated.

To avoid conflicts and improve the objectivity of the procedure, the assessment of colleagues was anonymous.

3. Final Attestation Interview

After the testing and evaluation stages, 360 employees were assigned a certification interview. Its goal is to discuss the results already obtained, provide the employee with feedback about his strengths and development zones, resolve controversial situations, issue a final assessment with a determination of productivity and personnel potential.

Evaluation Results - FPI for each employee

Based on the results of the assessment, each employee had to form an IPR and coordinate it with the head:

1. The employee chose no more than two competencies for development for the year.
2. After that, he was automatically offered tasks. The employee could independently select additional materials for himself by the "Add Task" button.
3. Tasks and terms of their passage were agreed with the manager, who could immediately confirm the FPI or make adjustments.
4. After the final confirmation by the manager, the employee began to perform the IPR.
5. The employee recorded the execution of the task with the corresponding button and comment for each task.

Implementation steps

• We created a special section on the portal, where they published the main regulatory documents, memos on the competency model, a presentation on the procedure for passing the assessment, videos on how to pass the assessment on the portal.
• Carried out work to involve employees and their managers in the procedure.
• Motivated: explained the importance of the assessment for vertical and horizontal advancement, additional incentives at the discretion of the head of the division.
• They trained managers on how to give feedback.

Technical implementation

For more than seven years, the Bank has been using the Websoft HCM system - a large-scale project to assess 360 was implemented on this familiar platform. To do this, the Bank used the basic module "Personnel Assessment," with its customization for its requests.

The Bank has customized the following functionality:

• The " Rate Colleague" button.
• Form of wishes to the bank from the employee.
• Printed form.

Results

• There was a massive acquaintance with new colleagues after the integration of five banks under a single brand of Bank ZENIT.
• Addressed communication gap between employees and managers.
• A development vector has been defined for all employees.
• 83% of IPRs have been implemented.
• The quality of service has improved.
• The assessment contributes to the advancement of employees on the career ladder, increasing their salary and annual bonus.