We have a unique culture, and it's a winning one. Sustainability thrives on consistency, and how we accomplish our goals is as important as what we achieve. That's why a few years ago we integrated specific behavior expectations into our business and HR practices (including leadership training, recruiting and performance evaluations). We call them our three keys to success – and we recognize (and celebrate!) culture-building efforts through a variety of initiatives like our Group Franchise Awards.
Great results rely on accountability and strong leaders. To help our leaders understand what we expect of them, we created The UBS House View on Leadership. We ask everyone in a management role to champion these qualities and to reflect them in their hiring, development and promotion decisions. We've also embedded the House View into our promotion, hiring and development processes.
In our daily work, good leadership helps maximize the benefits of diverse teams. We therefore help managers (for example, through training to reduce unconscious bias) become more inclusive leaders as they make decisions about roles, assignments, working arrangements, promotions and performance evaluations.
Read more about the role of diversity and inclusion in our culture.
Managing a high-performing workforce
Clearly, managing our people well is key for our long-term success. Personal accountability and effective HR processes mean that teams and businesses perform better, individuals can advance in their careers, and ultimately, the firm can deliver its strategy.
Our global performance management process has for many years evaluated both performance and behavior. Employees even receive two separate ratings in their year-end evaluations. This helps all of us take a close look at how well integrity, collaboration and challenge (the firm's expected behaviors) are demonstrated in daily business activities. It also makes our management, promotion and reward processes more transparent.