Learning and development
Investing in our employees' development to help them thrive in an agile future
The future of work will require an agile and connected workforce. We’re helping our employees prepare in a number of ways – for example, by introducing hybrid and agile working practices across the firm. This paradigm shift is also why our training offering emphasizes future skills development and new ways of working. Our ultimate goal is to enable employees to thrive in a virtual environment and to remain lifelong learners.
This will help us deliver the best of UBS in a way that lives up to our client promise.”
Did you know?
Did you know?
"UBS employees around the world completed more than 1,425,000 learning activities last year – that’s more than two full training days per employee!"
Nurturing great leaders
Leadership drives culture – the kind of collaborative and innovative culture that supports positive change for our clients, employees and society at large. That’s why we’ve got high expectations for all our leaders, with the behavior we want to see spelled out in our House View on Leadership and clear accountability for living up to it. Key concepts of our philosophy are embedded in bespoke training and leadership development programs, and in our performance management and senior management recruiting processes.
All of our leadership development programs aim to build skills, inspire, and promote agility, inclusive leadership and innovative thinking among current and future leaders. Our Leadership Summit, for example, is a forum for senior leaders to debate what’s needed to create a sustainable, responsive and successful firm in the future. Our Senior Leadership Program helps managers drive digital transformation and accelerate growth in our complex and ever-changing markets.
Learning for life
Our in-house UBS University helps employees build skills for use now, along with new capabilities for the future. We offer line manager and leadership development, advisory and sales training, industry-leading certification for client advisors, digital and data literacy skills development, and agile working and health and well-being topics, among others. We also focus on continuous skill development to support employees throughout their careers, especially now that global demographic changes mean that people may be working longer in rapidly changing environments. And we’re serious about investing in our employees – last year alone we spent more than USD 71 million on training. That’s more than 1,425,000 learning activities – an average of more than two full days of training per employee.
Career development
We want our employees to be able to build interesting careers here. One way we do that is through our innovative Career Navigator platform – a self-service online talent management tool that encourages internal mobility across teams, functions and business divisions. Employees can explore career paths, search for jobs and subject matter experts, and apply for short-term rotations, all while allowing our recruiters to easily source internal talent. And, if there are potential competency gaps, the tool will recommend appropriate training. Last year, Career Navigator helped 47,600 employees search for short-term job opportunities, find internal experts, discover possible career paths or match to open roles.
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