SGB bank (earlier Severgazbank) (WebTutor)

1. Company Description

1.1. The industries in which the company works

JSC CB SEVERGAZBANK is universal financial institution for corporate and private clients. The bank performs all types of banking services, among them - consumer lending, car loans, deposits, money transfers, settlement and cash services, crediting of entrepreneurs and legal entities. Providing a full range of banking services and always fulfilling the assumed liabilities, JSC CB SEVERGAZBANK promotes economic development and welfare of the Clients.

The "Commercial Bank of Development of the Gas Industry of the North SEVERGAZBANK" open joint stock company works at the market of banking services since April 29, 1994. The amount of the paid and registered authorized capital of JSC CB SEVERGAZBANK is 661215300 (six hundred sixty one million two hundred fifteen thousand three hundred) rubles. The shareholders of Bank owning more than 10% of authorized capital of Bank: Gazprombank (open joint stock company), Moscow — 11.55%; New Financial Technologies limited liability company (Uglich, the Yaroslavl region) — 86.81%. Novye finansovye tekhnologii LLC — the GPB affiliated enterprise (joint stock company) in which GPB (joint stock company) possesses 99.99% of shares of society.

1.2. Territorial Distribution

As of 4/1/2011. The bank has 13 branches, 49 additional offices, 13 operational cash desks out of point of sale. The wide branch network of JSC CB SEVERGAZBANK is located in key Russian regions, including in the northwest, in the Komi Republic.

1.3. Number of Staff

More than 1500 employees.

1.4. Staff Categories Who Use the System

• Specialists of all divisions, branches and additional offices
• Line managers of divisions
• Heads of departments and managements
• The top management of the company

2. Solved Problems / Assigned Tasks

2.1. Requirements to the system of assessment and formation of a talent pool

The purposes of system implementation of assessment of competences and formations of a talent pool are:

• assessment of the level of development of employee competences of Bank;
• formation of a "transparent" system of motivation of career development of employees at all levels of bank structure;
• identification and formation of group of the highly qualified and perspective specialists having qualities necessary for career ladder promotion.

The system of assessment of competences assumes introduction of a system of quantitative estimates for personality and professional characteristics of workers, estimation of workers on the specified system, modules of the analysis of the received results.

According to the results of project implementation the head of each division will be able to trace: the level of development of these or those competences at the employees, pick up the employee among employees of Bank.

Employees will be able to see what positions they can hold at their level of development of competences.

Let's note that one of project components · setup of functionality of the WebTutor system, other component – carrying out organizational changes: implementation of an annual system of assessment the person of Bank specialists of human resource department of Bank under the leadership of employees Multimedia Lab.

2.2. What business processes had to be automated

• Assessment procedure of personnel
• Formation of a talent pool
• Internal personnel recruitment and staff rotation

3. Project Parameters

3.1. The implemented user functionality of a system

For a role Trainee

1. An opportunity to submit the application for assessment procedure passing. 2. An opportunity to undergo assessment procedure by a technique "360 °" on the portal. 3. A possibility of viewing the results of the undergone assessment procedure on the portal (with a possibility of unloading in Excel). 4. A possibility of viewing an organization structure of the company, vacant positions and requirements to each of them (basic functions, length of service, education level, requirements to the level of development of competences, necessary tests, the recommended literature). 5. A possibility of selection of a position on the level of development of competences, including with the description of positions.

For a role Head

1. Possibility of application for evaluating the subordinates (group request). 2. An opportunity to manage applications which were submitted by subordinates. 3. Possibility of viewing the results of assessment procedure and results of the subordinates. 4. A possibility of selection of the candidate for an open vacancy among employees of the bank, i.e. staff rotation implementation.

3.2. Project development stages

Preparatory stage: holding a seminar during which the management of Bank designated strategic importance of project implementation and was created the general vision of the project.

• Problem definition by top management of the Customer.
• Formation of vision of the project Multimedia Lab.
• Development of the system of assessment of staff of JSC CB SERGAZBANK by the 360 ° method. Holding interview with customer representatives, formation of library of competences.
• The description of behavioural indicators of each competence on four levels of expressiveness.
• Drawing up profiles for each department (from 2 to 15 profiles).
• Development of internal regulations on carrying out assessment procedure of staff of the company.
• Development of technical specifications on an output of reports from the WebTutor system.
• Implementation of technical specifications on the basis of WebTutor system models.
• Development of instructions for work with a system both for the administrator, and for the user.
• Training of employees of pilot group in work with the WebTutor system for the purpose of carrying out assessment procedure.
• Carrying out pilot assessment procedure of specialists of one of managements.
• Formation of vision of implementation of a subsystem of a talent pool and completion of assessment procedure of personnel.
• Formation of technical specifications on subsystems of a talent pool and completion of assessment procedure of personnel.
• Implementation of technical specifications.
• Commissioning of the project to the Customer.

3.3. Team of specialists

• Project manager
• Analyst
• Task force: Personel assessment expert
• Expert in personnel recruitment and formation of a talent pool
• Process automation personnel management expert
• Developers: Programmer
• Designer
• Web technologist
• Content manager
• Debugger
• System administrator

3.4. Project deadlines

The beginning of the project – October, 2010. Pilot project – July, 2011. Commissioning of the project – August, 2011.