CMB Monaco's Graduate Program is not only a springboard for young graduates, but also a rewarding opportunity for the managers who support them. In this interview, three managers share their views on the impact of the program, both for graduates and for their teams. Yoan Hasoon, Head of Investment Advisory, René Gehamy, Head of Credit Advisory, and Alain Leprince, Head of Sales Management, talk about their experiences and the importance of this program for CMB Monaco.

1. What was your experience as a graduate manager on the CMB Monaco program? How does it differ from managing other more experienced members of your team?

A.L. : Managing a graduate has been an excellent experience. It's different mainly because the time they spend in the department is limited. It's essential to maintain continuity between each rotation while offering them assignments with high expectations. Being part of the Graduate Program is a sign of competence, and each department that welcomes them invests fully in their training.

Y.H. I agree. It also has to be a ‘win-win’ situation for everyone involved, because the graduate brings invaluable support to the team, and it's up to us to train them and support them so that they can develop a 360° view of Private Banking within a limited training period. So the program brings a different pace, but also a new energy to our respective teams.

2. How do you ensure that the graduates feel supported, while giving them the autonomy they need to take ownership of their projects?

A.L.: It's a real balancing act! They have little professional experience, but they have been selected for their promising skills. The aim is to give them the right amount of support while encouraging them to develop an entrepreneurial spirit, so that they go beyond simply carrying out tasks. It's important that they understand that they have a key role to play in the team.

R.G.: Absolutely. I would even say that they have a key role to play within the company! What I've learnt as a former graduate, because I came through a graduate program myself, is that the manager's trust plays a crucial role here. When we show them that we believe in their ability to carry out projects successfully, they surpass themselves and often even manage to surprise us!

3. Can you share an example of a project where a graduate had a significant impact on your team or CMB Monaco?

Y.H.: I think a key moment is when we ask them to lead a “morning meeting” - a meeting where we exchange investment ideas with the whole bank. It's a great opportunity for them to develop both their “know-how” and their ability to share this expertise.  

A.L.: Within Sales Management, one of our objectives is to transform cash into management, but there is often a gap between the cash positions displayed and the cash actually available. The graduate had to master complex concepts, such as cross-border rules and long-term positions, to provide the Management and the Front Office with an accurate analysis. In just a few months, he was able to lead a cross-functional project (Legal, Compliance, Sales Management) and present concrete recommendations to Sales Management.

4. What do you think are the most important qualities in a graduate, from a managerial point of view?

A.L.: Humility, adaptability and curiosity are essential qualities, both for the graduate's integration and for the manager, as they facilitate exchanges and trust in the projects to be assigned. 

Y.H.: I would add the ability to accept feedback constructively. In such an intense program, it's crucial to be able to bounce back from challenges and quickly integrate feedback in order to be able to progress.

5. For those of you who also took part in graduate programs at the start of your career, how did this influence your career path?

R.G.: Participating in a graduate program was a turning point for me. It enabled me to develop skills in different business lines in a very short space of time. This experience greatly accelerated my progress towards positions of responsibility. 

Y.H.: The same goes for me. It was a unique opportunity to understand the different facets of private banking and to gain an overview. It also helped me better understand the expectations of the different departments, which is an undeniable advantage, no matter what position you end up in.

6. Looking back, how has your experience as a Graduates manager influenced your own leadership style and/or approach to talent management?

A.L.: This experience has sharpened my ability to identify and capitalize on employees' strengths, which is absolutely essential for talent management - whether they come from our Graduate Program or not. This process is also part of CMB's thinking at leadership level.

R.G.: Absolutely. I'd also like to add that working with graduates has taught me to prioritize: I've had to ask myself what skills and knowledge I want to pass on to them in a short space of time. It's a very good exercise from a managerial point of view.