March 31, 2025

In the age of innovation and artificial intelligence, how can banks support their employees in developing their skills? Michel Gavin, HR Director at Banque Banorient (Suisse) SA, shares his views on talent development, the importance of ongoing training and the impact of AI on banking professions.

Mr. Gavin, you are the HR Director of Banque Banorient (Suisse) SA. What measures are in place to develop talent within your organization?

We see continuing training as a key factor in developing our employees' skills. Beyond the acquisition of new skills, it strengthens self-confidence and fosters individual commitment. We are also convinced that well-being in the workplace depends, to a large extent, on a thorough mastery of each individual's professional field.

With this in mind, we have introduced a methodical, structured approach enabling every employee to consolidate their skills or develop new ones, in line with the developments inherent in their profession. Since 2020, our organization has been a member of the ISFB, a benchmark institution recognized for its training expertise and rich content. In an ever-changing banking sector, marked by constant changes in regulations, it is imperative to constantly adapt the skills of our teams in order to guarantee their expertise and meet the growing demands of the market.

Whenever possible, we give priority to short certification courses. These formats enable existing shortcomings to be remedied quickly, while optimizing the time allocated to training. This balance between upgrading skills and maintaining productivity minimizes organizational impact while guaranteeing greater efficiency. Employees particularly appreciate these targeted, practical training courses, which are directly applicable to their day-to-day work.

Alongside our training courses, mentoring and coaching are essential strategic levers to help our employees develop and progress. By putting experienced employees in touch with those at the start of their careers, we create a genuine exchange of knowledge that nurtures both commitment and motivation. These initiatives offer personalized support, contributing to the professional and personal growth of each individual. They also foster talent retention, strengthen team cohesion and ensure alignment with the company's strategic objectives.

A well-trained team is undoubtedly a key factor in the growth and success of any company. By investing in the development of our employees, we provide them with the means to flourish, feel valued and gain confidence in the performance of their duties. This process not only strengthens collective performance, but also reduces the risks associated with our businesses. By supporting their professional development and opening up new prospects for them, we create an environment in which each individual finds his or her place, invests fully and plays an active part in building a sustainable future for our company.

You recently introduced Assessment Bancaire to your company. Can you tell us about the benefits of such a product for the development of your employees?

The Banking Assessment offered by ISFB is a significant opportunity to carry out a rigorous and objective assessment of core competencies within the banking sector. Designed to meet current market requirements, this assessment tool provides a precise diagnosis of participants' strengths, while identifying areas for improvement. It thus provides an in-depth, unbiased understanding of each individual's potential, facilitating informed strategic decisions regarding their professional development.

How do you rate the ISFB bank assessment product?

From a Human Resources perspective, this approach is based on objective, measurable criteria, guaranteeing a fair, equitable and unambiguous assessment. The various exercises proposed enable us to assess both technical skills and essential behavioral qualities, such as stress management, decision-making under pressure, and the ability to collaborate within a team. This provides a comprehensive view of each candidate, covering both his or her analytical skills and interactions in a professional context.

In a supportive and respectful environment, Assessment offers participants individualized feedback and practical recommendations, aimed at maximizing their potential and supporting their professional development within the organization.

You were also present at the ISFB Training Managers' morning in February, where the arrival of AI in banking was discussed. What is your reading of the impact or otherwise of AI on the business of your profession?

Artificial intelligence (AI) is significantly transforming our approach to work, notably through the automation of certain tasks. This phenomenon is fragmenting jobs and imposing a new balance between technology and human labor. However, the future lies not in the opposition between AI and human intelligence, but in their complementarity. Although it can analyze, anticipate and optimize, AI will never replace human interaction, a manager's intuition, or the ability to perceive and understand emotions.

The companies that succeed will be those that know how to use AI as a lever, not as a substitute. In this sense, technology must be at the service of people. From a human resources point of view, an organization's wealth lies in its individuals, who must be understood, supported and accompanied in their professional development.

In practical terms, AI is already optimizing recruitment, anticipating skills needs and personalizing training paths. Yet what really engages and retains employees is the sincere attention, active listening and trust they receive. AI must be seen as a decision-making tool, not as a substitute for human relations.

But challenges remain. AI raises major ethical and legal issues. These include the risk of algorithmic bias, which can reproduce discrimination if models are not properly calibrated. The protection of personal data is also a priority, particularly in the context of regulations such as the RGPD and NLPD. Finally, acceptance by employees is a fundamental aspect: AI can engender apprehension, so it's crucial to support its deployment with appropriate training and total transparency.

What about the banking sector?

Artificial intelligence (AI) will not lead to the mass destruction of banking jobs, but it is bringing about a profound transformation of professions. Administrative tasks, in particular, are set to disappear, while positions requiring combined expertise, both human and technological, develop. The banking institutions that will succeed in this transition will be those that invest in the ongoing training of their employees and foster collaboration between humans and AI.

In my view, AI should not be seen as a threat to jobs in the banking sector, but as a catalyst for transformation. It offers banking professionals the opportunity to refocus on higher value-added, strategic and analytical missions, while enabling greater personalization of customer relations. The real challenge will be to support this transition by providing everyone with the tools they need to develop their skills, while ensuring that technology remains an ally at the service of employees, and not the other way round. After all, behind every innovation are men and women eager to evolve, develop and find meaning in their work.

Michel Gavin

Human Resources, Banque Banorient (Suisse) SA

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