CREDIT Suisse provides a long term, modu-lar and state-of-the-art training curriculumand development model that captures the ca-reer cycle of each Relationship Manager.Some of these programmes include:

Global Train To RM (GTTRM)ProgrammeThe GTTRM Programme provides functionaland sales training for nominated high per-forming assistant relationship managers

(RMs). The programme lasts between nineand 18 months and consists of an on- andoff-the-job programme for future RMs. Thegoal of the GTTRM is to develop each partici-pant to become a desk-ready RM who buildsup or takes over a client book during or afterthe GTTRM.

‘Grow Your Own’ –Development of Young TalentA key human capital focus at Credit Suisse is“Grow Your Own” – developing its own

young talent. The aim is to attract the right tal-ent early, retain them and develop the skillsand institutional commitment that will resultin long-term career success at Credit Suisse.For instance, in Private Banking and WealthManagement, there are currently three suchprogrammes:

◆ Private Banking Full time Associate Pro-gramme – MBA holders with more than fouryears’ working experience go through athree-year structured training programme tobecome relationship managers, investment

consultants or solutions specialists.

◆ Private Banking Summer Associate pro-gramme – 10-week internship programmefor first-year MBA students, successful in-terns can become full-time Associate Pro-gramme candidates upon graduation.

◆ Private Banking Full time Analyst Pro-gramme – fresh university graduates gothrough an initial one-year structured trainingprogramme to become Assistant Relation-ship Managers, with the possibility of furtherdeveloping into Relationship Managers.

Training for success

ENTER a classroom at the Credit SuisseWealth Institute and one is greeted by in-teractive teaching aids that allow trainersto engage participants with more dynam-ic visuals. When synced with voting devic-es, participants are able to respond toany given topic and receive an analysisof the consolidated responses almost in-

stantly. Such state-of-the art training and conference facili-ties can be found throughout the Wealth Institute that servesas the bank’s purpose-built training and competency hub inSingapore.

The Wealth Institute is a clear example of Credit Suisse’scommitment to training and developing its talent. In a highlypersonal business like private banking which is one of thebank’s core businesses, the ability to get the right people forthe job is critical for success, and initiatives like the institutehas helped the bank attract and retain some of the best tal-ent in the industry.

The facility is designed to meet the talent developmentand educational needs of its employees locally and fromacross the region, as well as provide a space to share its ex-pertise with clients on how to best preserve and grow theirwealth. In particular, the institute focuses on frontline andleadership training, as well as developing young talent fromwithin the bank as part of an initiative known as “Grow YourOwn”.

“The Wealth Institute will play a critical role in enablingCredit Suisse to further grow and develop its businesses inAsia-Pacific, through enhancing our talent pool, continuallystrengthening the quality of our client advisory service,grooming our future leaders, and developing young talentfrom within,” said Francesco de Ferrari, Credit Suisse’s headof private banking Asia-Pacific.

He added that the institute also reflects Credit Suisse’scommitment to the region and continued investment in talentdevelopment and client partnerships. “Through the institute,we wish to contribute to the continued growth of Singaporeas an international financial centre, while helping to furtherdevelop the pool of wealth management professionals and fi-nancial services leaders,” he said.

The facility will be running more than 250 learning and de-velopment programmes this year, benefiting over 3,500 em-ployees, including a substantial portion who are local Singa-pore staff. Meanwhile, its clients will be treated to over 35 ma-jor events and programmes at the institute, including a Phi-lanthropy Roundtable on Social Entrepreneurship and the an-nual Asia Pacific Legacy Programme for clients’ next genera-tion members.

A pioneer in trainingCredit Suisse is no stranger to blazing new trails in the train-ing and development space. In 2009, it was the first in theprivate banking industry to launch a mandatory certificationprogramme called the Frontline Training and Certification(FLT) programme globally for all its employees with direct cli-ent contact.

The training focuses on a range of investment topics,from the advisory process and mutual funds to alternative in-vestments and structured derivatives. Non-investment topicssuch as inheritance planning and Credit Suisse’s integratedbank platform and cross-divisional collaboration model are al-so covered.

“This programme ensures that all our relationship manag-ers globally are able to provide clients with clear and compre-hensive information about products, explain potential invest-ment risks and returns, and tailor their offering to individualclient needs,” said Mr de Ferrari.

The FLT certification process consists of rigorousweb-based and classroom-based training as well as client in-teraction simulation. To date, more than 4,000 Credit Suisseclient-facing employees in Private Banking & Wealth Man-agement globally, including around 800 in Asia-Pacific, haveundergone the training and been certified.

Under the Code of Conduct for the private banking indus-try in Singapore, practitioners are expected to pass a com-mon competency assessment called the Client Advisor Com-petency Standards (CACS) before they provide any financialadvice. Credit Suisse’s FLT programme is aligned with theCACS assessment that is administered by the Institute ofBanking and Finance (IBF).

Focus on frontline team leadershipIn recent years, Credit Suisse has introduced a new privatebanking frontline organisation model with clearly defined cli-

ent and management career tracks for all its relationshipmanagers in Asia-Pacific. Focusing on team leadership andmanagement skills, the bank designed a Team Leader Hand-book for all its over 50 private banking Team Leaders in theregion. Corresponding training and development pro-grammes have been rolled out at the Wealth Institute.

The bank’s training and development efforts have notgone unnoticed by the broader industry. Last year, it re-ceived the IBF Inspire Award, and also won the Best PrivateBank – Training & Development Award by trade publicationAsian Private Banker.

A profitable investment

Classroom leadership training sessions 500Participants in instructor-led courses 72,000Classroom-delivered training days 64,000Participants in e-Learning courses including mandatory modules 650,000Hours of training per employee (average) 17Participant Satisfaction 83%

CRR METRIC 2013

Credit Suisse makes significant investments in training and development globally on an ongoing basis, as show in the data for 2013:

Mr de Ferrari: ‘The Wealth Institute will play a critical role in enabling Credit Suisse to further grow and develop its businesses in Asia-Pacific, through enhancing our talent pool,

continually strengthening the quality of our client advisory service, grooming our future leaders, and developing young talent from within.’

The Wealth Institute (above and above left) is designed to meet the talent development and educational needs of itsemployees locally and from across the region, as well as provide a space to share its expertise with clients

The state-of-the-art Credit Suisse Wealth Institute plays a key role in developing the bank’s talent

Credit Suisse AGTel: +65 6212 6000Fax: +65 6212 6200

Email: ask.us@credit-suisse.com

A dedicated space for learning

The Business Times, Thursday, June 12, 2014 EXCELLENCE IN FINANCE 19