Bank of Montreal's Learning for Success: Success Is What You Do and How You Do It (1999)

Bank of Montreal changed its approach to workforce development to meet the challenges of a changing business environment.

Prior to 1994, Bank of Montreal assessed its employees’ performance in annual reviews that focused on the performance of specific tasks associated with a particular job description. That approach met the company’s needs in a relatively static business environment where jobs remained largely the same over time, but the nature of the bank’s core business was changing and the organization needed to re-deploy employees to meet new customer needs.

To meet those changing needs, Bank of Montreal focused its attention on developing its front-line employees’ skills, knowledge, and behavioural effectiveness. As well, the bank decided to develop and implement a process to accredit its frontline sales and service employees to formally recognize their performance once it reached a benchmark level.

Bank of Montreal developed tools that integrated skill and knowledge capabilities with behavioural effectiveness competency profiles. Over time, Bank of Montreal established a framework of capabilities and competencies from which it can draw its performance requirements, relative to specific jobs within the organization.

Get resource
Authors: 
Added: 
2013-09-25
APA citation
Kurtis Kitagawa. Bank of Montreal's Learning for Success: Success Is What You Do and How You Do It 1999. Web. 16 Jul. 2020 <http://en.copian.ca/library/research/cboc/employability_skills/bank_of_montreals_learning/bank_of_montreals_learning.pdf>
Kurtis Kitagawa (1999). Bank of Montreal's Learning for Success: Success Is What You Do and How You Do It. Retrieved July 16, 2020, from http://en.copian.ca/library/research/cboc/employability_skills/bank_of_montreals_learning/bank_of_montreals_learning.pdf
© 2020 Copian Library