Bank of Montreal 2008 Annual Report Download - page 25

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BMO Financial Group 191st Annual Report 2008 | 21
Focus on Leadership
With renewed focus on our customers, a high-performance culture and excellence in
talent development, the effectiveness of our leaders is paramount to our success. With
this in mind, we have launched a new Advanced Leadership Program in partnership
with the Rotman School of Management.
The content of this nine-day course, which is structured to help our leaders excel at
managing change in these challenging times, is customized and incorporates the latest
research. The program applies the best business education and problem-solving tech-
niques to address our specific business issues. It allows our senior management to share
their perspectives and analyze, discuss and debate innovative approaches to our
customers and our business.
Talent Management
In parallel with our focus on leadership development, we pursue excellence in
talent management through the ongoing review and assessment of our employees’
performance at all levels.
We conduct rigorous and disciplined talent reviews and leadership round tables across
the enterprise. In 2008, we conducted 30 round tables for executive leaders to assess
talent across several dimensions, ensuring that a balanced consideration of each
individual’s potential and their demonstrated results is achieved.
CORPORATE RESPONSIBILITY
Engaging Our Employees
Our Annual Employee Survey continues
to demonstrate the success of our human
resources strategies –and confirm BMO’s
reputation as an employer of choice.
In 2008, our employee engagement score
remained notably high compared to other
large industries surveyed.
We will continue to pursue these human
resources strategies in 2009. They directly
reflect BMO’s priorities –high performance,
excellence in leadership and development of
the best talent throughout our company –all
of which have, at their core, our customers.
Over the past year, we have succeeded in expanding the pool of emerging leaders,
identified early in their careers, by 20%, and we strive to better represent diversity
across all talent segments.
Our emerging leaders and executives continue to find value in the feedback they receive
in our 360-degree feedback process. Our coaching and mentoring activities have also
been expanded to accelerate leadership development.
Achieving higher performance is dependent not only on the development of all
employees but also on ensuring the best performance management practices are in
place. Across our company, we now have a system that aligns employee and team
objectives, so that all employees understand their role in achieving individual, team
and enterprise goals.
A Leader in Diversity
BMO continues to be a leader in diversity,
a key component of our recruitment
and employee development strategy.
By embracing many diverse experiences
and cultures, we reflect the communities
where we work and live, and we also
create an opening for ideas and insights
that can inform our decision-making.
Diversity will help us be the bank that
defines great customer experience.
In 2008, we continued to actively partner
with community and government agencies
to recruit talented people from our com -
munities, including people from groups
that are underrepresented in our workforce.