Case Study: HASPA
With around 4,500 employees, Hamburger Sparkasse AG (Haspa) is the leading financial services provider in the Hamburg economic region. As one of the largest savings banks in Germany, Haspa pursues the goal of expanding its leading regional position and taking on a pioneering role within the Sparkassen Finanzgruppe in terms of customer satisfaction, corporate management and financial success.
Since 2022, Haspa has been responding to the bank's (digital) transformation and the growing demands on the industry, in addition to many other HR projects, by proactively developing and retaining top potential with the help of a forward-looking program of potential support and development.
Picture: Laura Thiesbrummel
Talent Management. Leadership Development. Change Management.
The challenge
Like many players in the financial sector, Haspa also faces certain challenges:
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The financial sector brings together attractive employers who are in fierce competition for highly qualified talent. In addition, the average age of Haspa employees is rising steadily and a large number of employees are due to retire.
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Due to adapted management structures, internal career paths are becoming increasingly narrow.
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New, more agile leadership skills are required to meet the challenges of digital transformation.
Haspa can only meet these challenges sustainably if internal talent is well nurtured and developed. At the same time, it was necessary to accelerate the internal filling of positions critical to success. It was therefore necessary to establish a modern and attractive development program that not only addresses the individual areas of activity of high-potential employees, but also promotes Haspa's attractiveness as an employer.
The solution
With the support of the transformation consultancy HRpepper, a potential development program was iteratively designed and implemented with the involvement of target group representatives and managers, which enables the participating high-potential employees to take on an exposed position at Haspa - whether as a top salesperson, a top specialist expert or a manager.
The implementation of several modular program runs included the moderation of one-day, experience-oriented kick-offs, the initiation of a participant community and the creation of digital inputs via the in-house Learning Management System (LMS) for independent learning of relevant content and tools. In addition, live online training sessions were held for optional in-depth learning of the content. This was complemented by the organization and moderation of (online) exchange formats that promoted social learning and provided inspiration from other high-potential employees as well as internal and external sources of inspiration.
Another key component of the program was to guide the high-potential employees and managers to gain practical experience. This was done through individually tailored measures that provided for extended responsibility for the participants. In addition, thankscoach enriched the program with individual coaching journeys lasting several months, in which the high-potential employees were guided in self-reflection and given the opportunity to work on individual topics and areas of development.
"With thankscoach as a partner in our "Next Level" potential development program, we were able to create real added value. The coaching journeys have effectively accompanied our talents on their individual development journey and supported them in recognizing their strengths and using them in a targeted manner. The collaboration with thankscoach is characterized by professionalism, sustainable impact and excellent service quality - a real benefit for the personal and professional development of our employees and for the People & Culture area."
The result
The tailor-made potential development program has shown lasting success and has been implemented regularly with new cohorts since its introduction. The time it takes to fill critical management positions has been significantly reduced through the targeted development of internal talent, which has accelerated internal career paths and increased operational efficiency. The targeted promotion of high-potential employees led to greater employee identification with Haspa and contributed to a noticeable reduction in staff turnover. The coaching journeys also offered the participants valuable individual development space for self-reflection and working on personal issues.
Participating managers and high-potential employees felt better prepared for their future roles and were able to demonstrate their skills as change agents in the organization. In addition, the modern and attractive development program increased Haspa's attractiveness as an employer and enabled the bank to position itself as a competitive and attractive option in the "war for talent".
Satisfaction with the coaching program: 4.8 / 5 â
Picture: Laura Thiesbrummel
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