Professional training

Both the Liechtensteinische Landesbank and Bank Linth traditionally train a number of their junior employees themselves and live up to their responsibility as one of the largest providers of education in Liechtenstein. In 2014, 47 learners benefited from the excellent dual education in theory and practice. We believe that the provision of a broad education is a key task, especially since it offers young adults in the vocational education and training sector the option of later attending a university of applied sciences or a university.

This was also true for four new employees who joined the LLB Group after secondary school or the final school leaving examinations. They will complete their training with the BEM certificate of the Swiss Bankers Association. These young talented people acquire their basic knowledge at the Center for Young Professionals in Banking (CYP) in Zurich, the competence and training centre for Swiss banks, and at the Bankenberatungszentrum St. Gallen.

Trainee programme

In 2014, LLB intensified its focus on university graduates and its contact with universities of applied sciences and universities. Since August 2014 two talented young adults have been getting to know our company in-depth from the inside as part of an 18-month “on-the-job” training programme covering three areas of work. The trainees are in contact with top management, have been involved in day-to-day business from their very first day of work and profit from the comprehensive spectrum of a universal bank. Trainees who meet their goals in all three areas of work are given a permanent position.

An above-average master’s degree is a requirement for job applicants. Applicants are also expected to have done internships in the financial services sector and have a very good command of German and English. Furthermore, we value applicants with strong personalities who are able to develop themselves and others.

In future, we plan to annually admit at least three university graduates to our trainee programme.

Staff development

In the 2014 business year, the LLB Group invested CHF 1.25 million in professional training and further education. In order to promote the targeted development of managers, talent and competences it has kept funding at almost the same level as in 2013 despite a reduction in the number of staff.

70-20-10 model

The LLB Group ensures that all staff are challenged and supported. Staff development is a collaborative process and is conducted according to the 70-20-10 model. Employees acquire seventy percent of their professional knowledge through practical experience in everyday job situations; 20 percent results from talking with colleagues or managers or activities in networks; and 10 percent of their skills are gained through training as well as by applying what they have learned.

Our employees may choose from a wide range of learning options as well as in-house programmes and training sessions. Moreover, employees throughout the whole Group use our electronic tutor, the LLB Group’s learning management system. It allows us to specifically manage learning processes, efficiently administer internal training and, most of all, to promptly inform employees at their workplaces of the numerous regulatory changes.

Further development

In 2012, the LLB Group installed two uniform processes – the Performance Management Process (PMP) and the People Development Process (PDP) – to support the systematic further development of its staff as skilled employees, executives and individuals.

PMP is used to link corporate goals with individual staff objectives. This central and very comprehensive process starts at the beginning of the year with the conclusion of the “target agreement” between employee and executive and culminates in an assessment of individual staff performance and skills.

The main focus of PDP is on the competences that LLB needs to achieve the objectives set in the Focus2015 strategy. PDP is unique in the fact that employees are not only evaluated by their immediate supervisor. Such evaluations have to be confirmed by a group of executives. This ensures objectivity beyond departmental boundaries.

In 2014, GHR created five “Potential Pools” with the operative units and allocated about ten percent of staff to these pools, for whom a development plan is being drawn up. The goal is to systematically develop employees’ talents while maintaining good rates of performance and excellent conduct.

Succession planning

PDP allows the LLB Group to discover, harness and promote the existing potential of its employees. In doing so, we place particular emphasis on both forward-looking succession planning and, as a result, career guidance for the purpose of strategically filling key positions. This also includes identifying potential successors as well as targeted staff development.

Strategic succession planning is decisive if we are to secure the sustainable performance of top executives for the LLB Group in the future too. At the same time, the level of expertise and competences in the company will increase over the long-term too. And, not least, development opportunities are the prerequisites for enthusiasm, motivation and good client ties and team relations.


Our experts regularly participate in continuing education events, for example, at the University of Liechtenstein. In 2014, the focus was on business and bank-specific diploma courses. In addition, a series of in-house training courses on special topics took place: the LLB Group’s new pricing model or regulatory developments. We provided courses on the sales process for our client advisors and on performance management processes for our executives.

New employees attending the introductory training course “Welcome at LLB” are introduced, among other things, to such topics as vision, mission statement, compliance, data protection and security.

Training programmes for future leaders are planned for 2015. In addition, training courses will be developed for all executives and client advisors, including certification for client advisors.

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