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10/12/2010 / SPECIAL REPORTS

Crédit Agricole CIB: opportunities for development thanks to job mobility

With operations in more than 50 countries and a presence across all five continents, Crédit Agricole CIB provides a propitious environment for job mobility and employee advancement.
In fact, two thirds of employees are based outside France and more than 100 nationalities rub shoulders on a daily basis within the Bank.

The wealth and diversity of functions within capital markets, corporate and investment banking business lines make it possible to provide employees with numerous opportunities to change jobs and geographic regions, as well as to develop their skills throughout their working careers.

Job mobility is one of the featured aspects of the career management policy at Crédit Agricole CIB. It has received particular attention over the past two years in the action plan implemented by the Bank's Human Resources department.

In this special report, Ivana Bonnet, Head of Human Resources, presents the career management policy set up in Crédit Agricole CIB. You will also discover employees testimonies having benefited from this policy.

Ivana Bonnet: "Job mobility is one of the essential aspects of career management"

What purpose is served by career management at a Corporate and Investment Bank?

Given the specific nature of our businesses and the high level of expertise required, job mobility is one of the essential aspects of career management. During the course of their careers, our employees may be led to change within their own departments, within the Bank’s other business lines and with respect to the geographic regions where we operate. This enhances their skills and adaptability so that they are capable of taking on greater responsibilities.

You speak of job mobility but what exactly do you offer to employees?

The most obvious and frequent change is a job change within the same department. As an example, we can take the case of a structurer joining the capital markets sales force or that of a back-office manager becoming a middle-office manager.

But moves to another department are also frequent with employees using the cross-departmental skills they have developed, rounded out with any required training. To give you an idea, 184 employees benefited from this type of mobility in the first half of 2010. Next of course comes geographic mobility which is the most visible kind and which, because of our international operations, is one of our main strengths. During the first six months of the year, 75 employees moved among 22 different countries. In fact, we insist that our program of international mobility involves all our employees around the world. For this reason we use an IT application that informs all our employees of available positions before they are advertised outside the Bank. In this way, internal and external candidates for all available positions can be examined objectively by our business line managers. This system allows us to fill around one quarter of vacant positions through internal transfers.

In practice, what takes place in a job change?

It is important to keep in mind that the main actors in job mobility are the employees themselves. It is up to them to mention their desire for career development to their line manager and human resources manager. As a general rule, the subject of a possible job change is dealt with during the annual evaluation interview. The human resources manager is thus at the heart of the system for coordinating available positions with employees’ desires for change. As the Head of the Human Resources department, I firmly believe that we prepare the bank’s future when we work with our employees to prepare their futures through our dynamic career management policy.

Interview with Ivana Bonnet, Head of Human Resources

Human resources

International mobility
at first half 2010

Silvia Konradova: "I found management in both Prague and Paris open to mobility"

Isabelle Schmidt: "I am proud to be able to take advantage of the skills acquired in my previous position"