Retraining employees internally for new positions due to the changed reality in organizations

1. Retraining employees internally for new positions due to the changed reality in organizations • Ekaterina Shiryaevа, • Senior Vice President, Human Resources

2. Renaissance Group Investment Bank Asset & WealthManagement Consumer Finance Merchant Banking • «RenaissanceCapital»Investment Bank wasfoundedin 1995 in Moscow. • The Group combines investment and financial services companies focusing on high-opportunity emerging markets and operating in a number of countries.

3. Renaissance Credit Group • Renaissance Credit Group includes CB «Renaissance Capital» (LLC) in Russia (trade mark «Renaissance Credit») and «Renaissance Capital Bank» (LLC), Ukraine • In 2004 the first consumer loan was issued by the Group in Russia and at the beginning of 2006 in Ukraine • Geography of The Group’s activity includes 61 cities in Russia, 16 regions of Ukraine • The headcount of Renaissance Credit is 2000 employees in Russia and Ukraine

4. Bank Geography 60rep. offices in Russia Saint Petersburg Moscow Vinnitsa Kiev NizhnyNovgorod Kazan Donetsk Perm Samara Rostov-on-Don Ufa Ekaterinburg Volgograd Chelyabinsk Krasnoyarsk Omsk Khabarovsk Novosibirsk Vladivostok 16regionsin Ukraine 48branchesin Ukraine

5. Changes In Human Resources Due To Global Economic Changes • Reorientation of employees to those areas of activities, where their efforts are required • Training: focus on education by the forces of internal Training Center • Compensation and benefits area: salaries fixed at current level, some reviews (raises) are being made only for key employees

6. Types of jobs for which we are retraining employees • Client counseling on personal finance management and loan restructuring(Credit Counseling) • Deposits acquisition. Anew direction on deposits acquisition was opened in our bank. • Collection

7. Retraining Process Organization. Part 1 • New needs of the Bank are determined (in which areas we need more employees) • The list of requirements for new positions is made. Competences that are required to be successful at the newly opened vacancies are identified • Tests and assessment centers are developed for the selection process • Selection of the candidates • Training program is developed in the central office

8. Retraining Process Organization. Part 2 • Coaches from all the regions are invited to the central office for the training program “train-the-trainer” • Then education program is cascaded down to the regions • Employees start working at their new jobs • Monitoring of their activity is performed • Based on its results of monitoring, additional coaching sessions can be provided to employees (individual coaching sessions or training in small groups)

9. What Goals Does the Organization Achieve By Employees Retraining (in addition to just filling new vacancies)? • Optimal use of company resources • Retraining process is implemented by the efforts of HR Department, i.e. with minimum expenses for the company • Employees working in new areas perfectly know internal policies and procedures of the Bank, company culture and are motivated to grow and develop within organization. • When employees see that the Bank takes efforts topreserve working places and to develop its employees, it increases general motivation of all employees in the organization and promotes the employer image.