Viktoriia Bandorina

Support rapidly changing IT and digital capability needs across five professional domains while moving from separate training activities to a continuous development ecosystem.

• Partnered with IT and Digital leaders to identify capability needs
• Built competency and development frameworks across professional domains
• Developed professional communities and internal expert networks
• Designed internal schools, meetups and development programs
• Developed learning portal functionality and self-service learning experience
• Connected formal learning, expert knowledge, communities and digital content
• Used participation data and feedback to improve the ecosystem

Young IT managers at team lead level needed management skills that work in an IT environment, and managers of managers needed individual development. The bank’s general leadership program did not reflect the specifics of the function.

• Adapted the bank’s general leadership programs (Leaders Academy “Leader and Team”, the Digital Team Leader online course) for the IT function
• Built IT Academy Leaders, management skills for digital leaders: Management 3.0, delegation, building communication, team development, handling conflict within the team
• Tied learning to real management tasks: cascading team goals from the bank’s strategy, with a practical guide for managers
• Launched interactive online modules
• For managers of managers, launched the IT Leaders development center: competency assessment, individual development plans (IDP) and one-to-one work with each leader

Support a new business strategy and motivation model with scalable learning for a geographically distributed external audience.

• Developed online and blended learning programs
• Developed and expanded the learning portal
• Launched new LMS functionality
• Localised global programs for the local market
• Designed scalable digital learning formats
• Tested new learning formats
• Organised work with external learning providers and production agencies
• Improved development and production processes

Market and technology changes required Operations employees to move beyond process execution and develop capabilities in business analysis, software testing, automation and process improvement.

• Translated business transformation goals into a new capability profile
• Defined target competencies and learning architecture
• Designed participant selection around motivation and analytical skills
• Combined formal learning with expert sessions and mentoring
• Built learning around real process-improvement projects
• Involved internal technology experts and external providers
• Developed an advanced learning track for graduates
• Evaluated both learning experience and applied business outcomes

Help product teams strengthen customer-centric practices and apply them directly in product development.

• Clarified the business need with stakeholders
• Aligned the concept with top management
• Combined internal and external expertise
• Involved internal CX experts as mentors and trainers
• Built the program around real product challenges
• Facilitated project reviews and final presentations
• Used participant feedback and business results to improve the program

Make learning a regular part of everyday work rather than a one-off event: keep topics current, give people practice and tools they can use right away, and support the bank’s development priorities each year.

• Ran Leadership Fridays: weekly one-hour online masterclasses with external and internal speakers
• Used the format to bring in new topics, refresh existing programs and practise skills
• Let participants choose the topics, so the content stayed close to their work
• Built a lifelong learning habit and awareness of current approaches to work
• Supported communities and meetups across different functions
• Ran Development Week as the accent of the year: a week-long hybrid format built around the year’s strategic development goals (2023 theme: Entrepreneurial Mindset)