Kitti Dobi, the bank’s chief HR officer, shares how the institution supports more than 9,000 employees, fosters intergenerational cooperation, and ensures leaders are equipped for the digital age.

BBJ: MBH Bank received the Top Employer recognition for the third consecutive year. What do you believe are the key elements behind this consistent success?

Kitti Dobi: As a responsible employer, MBH Bank is committed to providing a supportive, inspiring and predictable working environment for all colleagues. We aim to offer all our employees opportunities that contribute to their personal and professional development. MBH Bank has more than 9,000 employees who come to the company with a wide range of knowledge, experience and educational backgrounds. This diversity helps to bring in new ideas and thus foster innovation. The organization continuously develops its HR practices to meet changing labor market requirements, supported by strong employee communities and professionally recognized managers. The Top Employer rating confirms MBH Bank’s long-term ability to maintain an attractive, supportive workplace.

BBJ: Your Generational Diversity Program has been highlighted as a unique initiative in Hungary. How has it evolved?

KD: Our Generational Diversity Program is, indeed, unique in the Hungarian market and aims to provide tailored support to employees in every stage of life. The Start internship program allows university students to gain relevant professional experience in the banking sector while still studying. The Start+ graduate program is designed to accelerate the careers of young professionals. The Baby+ program supports expectant mothers and fathers, as well as moms staying at home with young children, helping them maintain a close connection with their employer. The MMM+ program focuses on employees with reduced work capacity. As one of Hungary’s largest employers, the bank believes in leading by example in promoting equal opportunities in the labor market. The Aktív+ program addresses the needs of employees over 60, offering popular solutions such as health support services. In addition, MBH Bank closely monitors labor market trends and has introduced intergenerational cooperation workshops to enhance collaboration between different age groups.

BBJ: How do you measure the success of programs like Start+ or Baby+ beyond retention numbers?

KD: The success of these programs is reflected not only in employee retention numbers but also in long-term integration. We currently have 400 participants in the Start internship program, of which 100 transitioned into full-time positions last year. In the Start+ graduate program, participants begin their careers with the support of dedicated mentors and receive a competitive salary. As part of the program, they can present their development proposals to senior management through a business project, and their professional growth is further supported by tailored training. We are delighted that 11 out of the 12 participants from the first program chose to stay with us after completing the program. One of the highlights of the Baby+ program is the supportive environment it has created for expectant and new parents, helping them to balance work and family life better.

BBJ: In 2025, you’re placing an emphasis on leadership development and digital competencies. Can you share more about the tools or methods you’re using to upskill leaders across the organization?

KD: Digitalization and technological advances fundamentally impact everyday working life, so we pay particular attention to ensuring that our colleagues have up-to-date knowledge. Our managers can develop their skills at the bank’s Leadership Academy, including topics such as action learning or team coaching. Our Mentoring Program is a support system designed to enhance knowledge sharing, professional development and collaboration while participants gain valuable skills. During the program, a mentor and mentee (an experienced professional and a colleague seeking development) work together towards clearly defined goals.

Our benefits package includes several elements highlighted by the Employee Assistance Program. The program offers advice on psychological, legal, financial, physical and general day-to-day life issues with the help of experts. It’s available not only to our employees but also to their families. Work-life balance is also important to us: as part of this, we support summer camps for our employees’ kindergarten and primary school children during the summer holidays. More than 1,500 employees have already benefited from our family-friendly benefits.

BBJ: With such a broad range of benefits and support systems, how do you maintain internal communication to ensure all employees know what’s available?

KD: Our aim is for all colleagues to be aware of the opportunities that matter to them, whether it’s professional development, personal support, or other benefits. To this end, we strongly emphasize internal communication: we share key news in regular all-employee letters, provide opportunities for development and networking through internally organized programs, and constantly strive to improve our intranet platform so that everyone can easily find the information that concerns them. It is also essential for us that the flow of information is not one-way. Employee feedback, questions and needs are critical in benefits and support schemes, which only work well if they meet employees’ expectations.

BBJ: What advice would you give to other HR leaders who want to create an inclusive, multi-generational workplace culture?

KD: My most important advice would be to really get to know each generation, not just at the level of stereotypes, but understand their real needs, motivations and strengths. A multi-generational workplace means not only a diversity of ages but also different experiences, communication styles and expectations. It is, therefore, important not to think of one-size-fits-all solutions but to offer flexible options, for example, in terms of benefits, learning opportunities or even work organization. A multi-generational workplace is a massive asset if managed well. Collaboration between different age groups brings a wealth of perspectives and ways of thinking to the organization, a huge advantage for innovation, learning and organizational adaptability.

This article was first published in the Budapest Business Journal print issue of April 22, 2025.