Reference no: EM133143358
What kind of people does HSBC want to recruit?
As a large, international organisation we have opportunities for people with a wide range of backgrounds and interests. Whether you want to work in banking itself, or in one of our supporting functions - such as marketing or IT - there are roles to suit you. There are three qualities we look for in every employee: curiosity, creativity and connectivity. We need people who are motivated to ask questions and discover what our clients or colleagues really need. They must have the imagination to solve problems and drive innovation. And they should be able to build connections with customers and colleagues around the world. In an increasingly technology-driven world, these are some of the characteristics that can set people apart. Serving our customers is at the heart of what we do as an organisation. So even people who are not in customer-facing roles need to have a genuine interest in the products and services we provide.
Which skills will the bank need most in future?
Things are changing fast in banking, especially from a digital perspective, so it's difficult to predict the key technical skills. But a range of transferable soft skills will help people navigate this evolving landscape. These include the ability to draw insight from data, the ability to collaborate, and cultural competency - the ability to work effectively with customers and colleagues from diverse cultures and backgrounds. Underpinning all these skills is learning agility - the ability to learn from everything going on around you. That could be from your colleagues, your mistakes, or from data, insight and observations. The more knowledge you can absorb the better the decisions you can make.
HSBC University
We aim to give our people the opportunity to acquire the skills they need in a way that's right for them - whether that is through face-to-face training, online courses, or opportunities to learn beyond the classroom. Learning in a classroom environment gives a chance not only to acquire skills but also to share knowledge, develop ideas and build relationships with colleagues. We place a high value on face-toface training. This is why we are building new HSBC University training facilities in locations including the UAE, Mexico and the UK. The new headquarters of HSBC UK in Birmingham, for example, includes a training facility that can accommodate up to 300 people. Online learning is also beneficial as it enables people to study at their own pace and at a time that suits them. This is especially important for employees who choose to work flexibly or remotely. A broad selection of online courses is available via HSBC University's intranet site, ranging from beginner to expert level. General courses available online cover areas such as team management, leadership, IT and personal skills. Learning is about much more than lectures and courses, however. We encourage our people to think broadly about their career and training needs, and to consider opportunities for development beyond the classroom. Mentoring, job shadowing and volunteering can all be valuable ways to expand experience and expertise, for example. HSBC University offers useful resources and contacts. HSBC University is open to every employee in our organisation. We see this as fundamental to our future success. By investing in the development of our people, regardless of their role or level of experience, we are able to cultivate balanced and diverse teams who reflect the customers we serve and communities in which we operate.
Sources: https://www.hsbc.com/insight/topics/learn-while-you-earn
https://www.hsbc.com/who-we-are/our-people-and-communities/hsbc-university
Questions:
1. Based on the case information, identify and explain the learning outcomes generated from the training and courses offered by HSBC.
2. Person and task analyses are two of the steps in needs assessment. Assume you are the human resources manager in HSBC, and you plan to conduct a training programme for the bank tellers to increase their customer service quality and work efficiency. What information do you need to gather in both analyses? How can you obtain such information?
3. Learning theories are the cornerstone in guiding the design and implementation of training programmes. How would you apply the social learning theory and information processing theory in the training of bank tellers?