Performance and Development
Developing Our Employees
Learning Programs
- We have built learning maps for 89 different roles/functions across the bank. Learning maps help employees continually develop new skills and help them succeed in their current roles.
- From Commercial to Wealth, Retail to Insurance, we support all TD businesses with new-to-role learning programs and ongoing support and skill development. For example, all new branch managers in Canada attend a five day “boot-camp”. We also design and build learning programs to support key strategic initiatives across the bank.
- TD offers more than 3,000 learning modules internally across the Bank, accessible via our online Learning Management System.
- TD takes preventive measures to ensure the safety of employees and customers. In 2009, over 21,000 employees completed the highly interactive Robbery Prevention and Awareness training program and are better prepared to face a robbery situation.
- In 2009, we launched Accelerated Learning Pipeline programs for various in-demand roles. The objective is to accelerate the development of employees through learning, experiences, stretch-goals and mentoring support. During their time in the pipeline program, participants develop depth and breadth to prepare them for more senior roles in the future.
- We offer tuition assistance to help employees achieve their goals. Both full-time and part-time employees who upgrade their knowledge by taking courses at eligible institutions may apply to be reimbursed for tuition and textbook expenses. We provided $11.7 million dollars for tuition assistance in 2009.
Development Planning
Our philosophy at TD is that managers and employees should have regular, robust and ongoing performance discussions through our Personal Performance & Development process. We prepare managers to have discussions about the full range of performance and development outcomes, and employees to take ownership of their careers and development. Employees are encouraged to have a personal development plan aligned with business priorities and their aspirations and objectives, a mid-year performance discussion and a year-end assessment. Our U.S. employees (approximately 30% of our employee population) will complete their transition to this process in 2010.
After a successful pilot project in 2008, we expanded our online performance tool (P3) to our full Canadian operation. P3 elimin
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