Histoire de la formation et de la promotion interne chez Société Générale

Uploaded by societegenerale on 09.03.2012


The history of employee training and internal promotion at Societe Generale.
THE 1870'S
The subject of internal promotion is inscribed in Societe Generale's DNA.
At the very creation of the bank,
an unwritten rule organizes its executive board:
the rule of the 3/3, pertaining to the background of the board members:
one third would come from the inspection division,
one third from graduates of the top schools,
and one third of the group would come from internal promotion.
Louis Dorizon was the perfect example of this last category of board members.
Having entered the bank at the age of 14,
as what is known in France as a "groom", or kind of bellboy,
at the Saint-Germain-en-Laye branch,
he rose through the ranks of the bank
to become CEO in 1909,
and then Chairman in 1914.
THE 1920'S AND 1930'S
Before internal promotion, and to which it is intrinsically linked,
employee training was already a historical issue
addressed by Societe Generale.
Ahead of its time in this domain, practically avant-garde,
Societe Generale, in 1921, develops the first division
of internal employee training in the banking world.
The "perfection classes" as they are referred to at the time,
take place in the evenings or on Saturday afternoons.
This professional training is completed with an aptitude test
that quickly becomes a requirement
for those looking to apply to principal agent positions.
It then extends to the rest of the ranked personnel.
The priority given to employee training in the 1920's
reaches every level of the bank's employees.
The "grooms",
or young boys responsible for welcoming the clients
and running small errands,
are trained in geography, French and mathematics.
The steno-typists also have their own training as of 1929.
In the 1930's
as the banking system becomes more complex,
the internal training at Societe Generale becomes more professional.
Certificates and financial rewards are added to the curriculum.
Training centres are opened
and in 1934, the bank counts 8 of them throughout France.
THE 1950'S AND 1960'S
The 1950's are synonymous with strong economic growth.
With a competitive environment continuously developing,
Societe Generale invests more than ever on internal training.
To embody this policy
is the school in Vichy created in 1960.
Four classes are opened: a national training in banking,
three 2-year specialized professional training.
All of the indispensable basic principles
of an entry level position are taught
as well as operations with foreign countries.
Another example of this growing investment in employee training
is the opening of Branch-Schools (Agence-Ecoles).
New recruits would receive hands-on training in the branches,
learning the major banking services
such as accounting, portfolios and securities management.
THE 1970'S AND 1980'S
The policy of internal promotion developed within Societe Generale
is exported to Europe, Africa, and Latin America.
The national executives of the bank's foreign subsidiaries
come to benefit from the same career developments
than their French counterparts.
Training is still the foundation for internal promotion.
The school in Vichy participates in the training
of these agents from abroad.
As of the 1970's, while economic globalization is developing,
other training needs arise in the banking sector.
In the 1970's and 1980's,
France is definitely within an open market, the European market,
European community, the European Union,
that even expands with several new countries in 1986.
But mostly, the Eastern bloc begins to open up,
the developing countries are getting stronger
for a certain number of them.
Therefore the majority of French companies,
the big French companies
become multinationals or transnationals.
These multinationals must then be accompanied by banks.
The large banking establishments
are missing this international culture.
Those who witnessed it mention the lack of English known at the time.
So France runs the risk of losing ground.
It is then necessary to train
the executives within the internal promotion,
those higher level grades that are promoted with the internal promotions,
heads of branches, office managers, etc.
are brought up to the business development division,
the corporate division, the special services division
like leasing-purchasing agreement, export credit, exchange transaction.
All of that requires a tremendous effort
in terms of linguistics training,
and training for relationship capabilities with transnational companies
that are turned to international markets.
THE 1980'S AND THE 1990'S
In the banking world, as well as in all households,
a great revolution is beginning to take place in the 1980's.
The information technology revolution.
Although the great system of data processing had occurred
during the previous decade in the banking community,
micro processing appears at each level
and allows the completion of all of tasks
and therefore progressively concerns all of the employees.
New jobs are created,
regrouped under the new entity of
the Information Technology Division.
In 1990, Societe Generale opens its own Information Technology School
to fill the lack of project managers in the work force.
The curriculum, opened to those
with a 2-year college degree and under the age of 26,
lasts one year
and allies technical training and practical internships.
THE 2000'S
A training process as much as it is one for promotions,
"Cursus Cadre" ("Exec's Curriculum"), created in 1994,
really begins to take off during the 2000s.
Quickly appreciated by those interested,
the training leads the bank technicians
to their first positions as managers
at the end of an original curriculum
during which they are mentored.
The "Cursus Cadre"
had become a real reference in the banking sector.
The figures speak for themselves to show the impact of the program.
The Sales Operation Department of Retail Banking
has 94 directors,
of which 69 have completed the "Cursus Cadre",
meaning 3/4th of them.
Thanks to Hubert Bonin