Continuous learning gives U.S. Bank a technology talent edge

1. Time: Establishing a flexible learning environment

We created an environment and performance goals that encourage our technology teams to regularly dedicate time to continuous learning. Each member of my leadership team operates a different type of technology team with different priorities, work schedules, and deadlines, so they are empowered to decide how to create the time and space for their employees to achieve their learning goals. Some have opted to block all employees’ calendars during certain times of the month, and others leave it to their individual manager-employee relationships to determine what works best. We’ve found that, by empowering each team to make these decisions, our teammates are more likely to complete their learning goals.

2. Plan: Growing skillsets and knowledge

Just investing the time doesn’t necessarily mean our teams will develop the right skills. So, we created a program we call “Grow Your Knowledge,” where managers and employees have ongoing skills-related discussions to better understand employees’ current skills, skill interests, and potential skill gaps. This helps them collaboratively create a personalized development plan. We’re also able to use the information to help us measure impact and provide insights on new trainings we may need to meet a common skill gap.

3. Tools: Learning paths and programs

We assembled a cross-functional team of external consultants, HR representatives, learning and development experts, and technical professionals to develop the Tech Academy — a well-curated, one-stop shop for modern tech learning at U.S. Bank. This resource designed to support our teams to learn specific technical, functional, leadership, and power skills that are needed to drive current initiatives. Employees can take advantage of persona-aligned learning paths, targeted skill development programs, and experiential learning. We even developed a Modern Technology Leadership Development Program for managers to help them better understand how to support their teams through this transformation.

4. Application: Putting experiential learning into practice

Providing experiential opportunities where employees can further build their skills by practicing them is an essential part of our strategy. Right now, we offer programs such as certification festivals, hackathons, code-a-thons, bootcamps, and other communities of practice for our teammates to hone their newly acquired skills in psychologically and technologically safe, yet productive settings.

Our certification festival, called CERT-FEST, is our most successful experiential learning program so far. We leverage our own teammates to train others in a cohort-learning environment for eight weeks. To date, our employees have obtained several thousand Microsoft Azure certifications. Hackathons and code-a-thons take that certification to the next level by allowing our technology teammates to partner with the business in a friendly, competitive environment. The winning teams at this event build solutions for new products or services that meet a real business or client need.

Learn today for the needs of tomorrow

Since we’ve started this continuous learning journey with our teams, we’re seeing higher employee engagement, an increase in our team’s reported skills and certifications, and a stronger technology-to-business connection across U.S. Bank. These efforts have also shifted our employee culture to acknowledge that working in technology means you will always be learning and growing.