How Raiffeisen Bündner Rheintal connects HR, line and Workday

We have known Raiffeisenbank Bündner Rheintal since summer 2024. What started as a banking relationship grew into a shared recruiting practice over two years. Today, six people work with Jobmaps across seven branches in the Bündner Rheintal region, connected to the existing job portal of the Raiffeisen Group through Workday. This is the story of how that connection was built, step by step, and what concrete value it brings the bank.

In summer 2024, Franco Suter, member of the bank's executive board, took a look at an early version of Jobmaps and tested it for one of his own open positions. What he saw, he found useful. But that was only the beginning: the executive board had to back the idea as a whole. In summer and autumn 2024, we presented Jobmaps to the board. The platform's vision has stayed the same at its core, but has broadened since then. Back then, two aspects stood out: the bank's continuous visibility on the Jobmaps map, and open applications via job profiles, collecting interest independently of a specific opening. Both struck a chord: a bank that not only communicates when it is hiring but stays visible, and a pool of profiles from which positions can be filled. What has been added over time is the teamwork aspect: HR and the line working on the same application file rather than in parallel.

From that first set-up came the next step in April 2025: Marianne Fasel in HR got access and created the first productive listing for a customer service staff position. After a quick alignment between HR and the line, the questionnaire was shortened and one unclear question was clarified, then the posting went live.

In February 2026, Salome Cadonau, head of HR and dual-track vocational trainer at the bank, took over operational recruiting. Her first email to us was a working document, not a thank-you note. Five concrete requests on 2 February: customisable default text for document requests, CV upload as a mandatory field, free-text instead of multiple-choice in the questionnaire, permissions for more than three people with data protection during role changes, data protection for email notifications carrying application attachments. Her opening line was matter-of-fact: "Since recruiting is currently quite time-consuming, I have some questions. Maybe it is possible to adapt the platform."

By March 2026, the adjustments were live: message templates manageable for the HR team itself, PDF attachments in notifications turned off, a need-to-know permission model per application. From the first test by a member of the executive board, an active HR tool had emerged within just under two years, without an IT project and without a big-bang migration.

Several of these adjustments were requested at the same time by other customers. The default texts for document requests and the message templates came in parallel from ASVZ in Zurich (see How ASVZ recruits as a team with Jobmaps). A bank in Grisons and a sports federation in Zurich, asking for the same adjustment. That helps the build, and it is a good sign that the solutions are not industry-specific.

With a working HR setup in place, the next question arose: how do line advisors get involved without complexity exploding. In a bank, that is not trivial. At Raiffeisen, open positions are managed in Workday, the central HR suite through which postings are published on the Raiffeisen Group's internal job portal. Bringing the line into a recruiting tool means connecting two systems, not replacing one.

The answer was a lean connection. The application link from Jobmaps is embedded directly in the Workday position. The posting continues to flow through Workday onto the Raiffeisen job portal, where it belongs. Applications land in Jobmaps, where HR and the line work on them together. No data migration, no double maintenance, a lean handover between the systems. The threshold for expansion was low.

A second clarification was needed in parallel. Salome asked the right question in February 2026: what does a supervisor see when they get access to the portal after a position is filled, and what happens to the data of past candidates? The answer had to be concrete: need-to-know per application. Whoever is part of the running process sees the file. Whoever is not, does not, and not retroactively either. Only with this principle in place were more line advisors invited.

Today, six people share the recruiting work: three with admin access (executive board, head of HR, HR officer), three line advisors on specific openings. Seven branches in the Bündner Rheintal, one shared tool, cleanly docked onto Workday and the Raiffeisen job portal.

The relationship between HR and line managers is the subject of studies in many companies. The SHRM 2024 survey shows that recruiting is a top priority for about four out of ten HR professionals, but only about half rate their own recruiting effectiveness as good. These numbers are not a diagnosis about a single organisation, but a description of the field. They show that how HR and the line work together is not a trivial question.

Asked what he would pass on to another Raiffeisen bank after two years, Franco says three words: "I'd say: internal collaboration, communication and process efficiency...".

Internal collaboration works because HR and the line now sit at the same application file rather than around it. This became possible because the need-to-know logic was settled before more advisors were added. Communication runs at the same object: notes, status changes and messages to candidates live in one place, and the five requests from February are building blocks in the product today. Process efficiency, finally, starts before any CV is reviewed, with five questions the line defined themselves. For a compliance role, 22 applications came in within a week in February 2026, four top profiles emerged quickly, the rest was cleanly handled, without anyone spending hours combing through files.

From our side, we are glad about this partnership. Two years with Raiffeisenbank Bündner Rheintal have not only built a practice that works inside the bank, but also shaped Jobmaps as a product. For the openness, the patience and the honest feedback, we are grateful to Franco, Salome, Marianne and their team. And quietly proud to be part of it.

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