Fixing the HR environment to achieve strategic goals of a bank

Sector

Banking

Time line

Three years

Re-design the HR environment, enabling the bank to grow from 28 to 100 billion business volume

A heavily unionized Bank, aspired to grow from closer to four fold within five years. However, the HR aspect of business was ruined, so they wanted to put that right. Even the central bank auditors had identified so may violations of banking industry regulations, within the bank. Officers at the level of DGM were giving leadership to the union underhand and all branch managers were union members. The situation was not at all conducive towards the strategy.

The head of marketing, once called a meeting of branch managers, with the intension of discussing the busines budget. He could not discuss what was intended, they demanded to talk to the Head of HR (me) first. So I went. There were tons of grievances raised. All I could do was to undertake to resolve all their grievances.

We initiated a company wide calling of grievances, and resolved them within abut two months, brought them down to 2%. Even though we did not had an initial measurement, it would heave need over 300%. From there onwards we embark on aligning people with the business.

  1. Link the business plan with incentive and bonus schemes.
  2. Build a branch resourcing standard and agreed with the operations management
  3. Developed a strategy to align the staff capacity and business volume
  4. Fix staff shortages and future manager pipeline
  5. Identify the competitive advantages and developed a job classification aligned to it.
  6. Initiated an annual awards practice
  7. Paved exit paths for bad apples in the top management, among many other initiatives.

All these together made it possible for the bank to achieve 92 billion at the end of the fie year period. Do you think HR has done a good job?

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