The main survey findings (1,541 interviews)

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The main survey findings (1,541 interviews) Powered By Docstoc
					          RETAINING & MOTIVATING
                EMPLOYEES


                          By:
                  Dr. Razi Azmat
            Head Human Resources - HBL

                    6TH November 2008
Slide 1
Slide 2
WHAT IS MOTIVATION




           Inner force that drives individuals to
          accomplish personal and organizational
                          goals.




Slide 3
WHAT IS MOTIVATION

 Employee’s Point of View:



          – Productivity




          – Paycheck




          – Job Satisfaction




Slide 4
WHAT MOTIVATES EMPLOYEES TO STAY


                     Career growth, learning &
                          development

                     Challenging Assignments


                           Recognition


                       Inspiring leadership

                     Contribution that makes a
                            difference

                   Relationship with boss and co
                              workers

                        Fair pay & Benefits



Slide 5
MANAGERS ROLE IN EMPLOYEE MOTIVATION




Slide 6
TOP TEN MOTIVATORS

     Appreciation, timely, often & sincerely

     Take time to meet and listen to staff

     Provide feedback

     Encourage new ideas and initiative
     Explain how employee fits into organization’s
     plans
     Involve employees in decisions

     Provide ownership in their work
     Recognize, reward, and promote based on
     performance
     Give chance to learn new skills

     Celebrate successes!!!!
Slide 7
NEED FOR RETENTION?



            Continued industry/ job growth
          + Mass exodus of baby boomers
          + Less skilled industry workers


                  Shortage of talent &
                   Increased turnover

Slide 8
          RETENTION SCHEMES AT HBL




Slide 9
RETENTION SCHEMES

   Celebrating Success
           • Events to recognize high achievers:
           • “Top Performers” celebrations
             • Introduction of concepts like wall of fame, employee of the year (business unit)
             • Special Local & International Projects
             • Involvement as Change Agents
   Team Building Initiatives
           • Cross Functional & Diversified Teams – involving both experienced & new Employees
    Performance-based Rewards
           • Annual incentives to exceptional performer for displaying excellence
   Spot Rewards
           • Monetary or Non Monetary rewards.
           • Given On exceptional achievements/ Projects
   Fast Track Promotions
           • Quicker promotions

   Market Adjustments
           • Structured process - Market based salary adjustments twice a year
Slide 10
           THINGS WE ARE DOING
              DIFFERENTLY ….




Slide 11
THINGS WE ARE DOING DIFFERENTLY


 Internal Job Postings




           Career Progression Plan




               Mentor Mentee Program




                   Cultural Transformational Initiatives




                        Self & Professional Development through Training
Slide 12
           INTERNAL JOB POSTINGS




Slide 13
INTERNAL JOB POSTINGS

           Structured website to advertise positions for internal
           customers




           All positions are advertised internally before providing
           opportunities to the external candidates




           Both local & International jobs are placed to ensure
           maximum utilization of our internal talent




           Strong communication through


           • Emails
           • Employee Magazine
Slide 14
           CAREER PROGRESSION
                  PLAN




Slide 15
                                                  Comprehensive
                                                 and cost-effective
                                                      career
                                                 development plan




                                                                                 Ensuring a positive
                  Creating motivated
                                                                                     long-term
                      & efficient
                                                                                 relationship of the
                     employees.
                                                                                   younger talent.




                                                  Career
                                                Progression
                                                                                             Providing
             Aligning HBL’S
           vision & goals with
                                                   Plan                                 transparent career
                                                                                              growth
                                                                                        opportunities with
               individual’s
                                                                                        a clear assessment
               aspirations
                                                                                              & later
                                                                                           development




                                 Achieving greater
                                                                      Increasing job
                                 productivity and
                                                                       satisfaction
                                  goodwill in HBL
Slide 16
CAREER LADDER – Cash Officer To Branch Manager

                            A strong sense of direction coupled with responsibility, boosts
                             motivational levels and enhances performance & productivity



                                                                                                   5-6 Years          G
                                                                                                                      R
                                                                                                After relevant        O
                                                                           4-5 Years
                                                                                                Rotation, Training    W
                                                                                                & experience in
                                                                                                                      T
                                                                                                                      H
                                                                        The growth ladder is    various branch
                                                   3-4 Years
                                                                        directly proportional   banking area’s, a
                                                                        to the increase in      Cash Officer/Junior
                                                Hands on                                                              O
                            1-2 Years           experience in cash &    the skills & the        Officer can grow      P
                                                front line operations   competencies which      into a Branch         P
                           Rotation within      will lead to career     leads to a              Manager position      O
                           cash areas in a      development in a        managerial position     in a period of 5-6    R
           START           branch for           specific area of        of a certain Branch     years,                T
                           learning and skill   interest within the     function. (eg:          accomplishing         U
       Placement of Cash
                           development in       branch (e.g.            Manager Credit,         greater               N
       Officer/Junior      different areas      Operation Officer,
                                                                        Manager Operations      responsibility and    I
       Officer in the      (e.g.. Cash          Credit Officer,
                                                                        etc.)                   challenge.
                                                                                                                      T
       Branch after        Payments, Cash       Marketing Officer                                                     Y
       training            Receipts etc)        etc.)

           Officer                                                                                        Branch
                                                                                                          Manager



Slide 17
                                                            CAREER LADDER
           MENTOR MENTEE PROGRAM




Slide 18
PURPOSE OF THE PROGRAM


A Mentor Mentee Relationship is about

  • Developing & enhancing employee talent and abilities.
  • Capitalizing the experiences of successful individuals (mentors) in
           the Bank who are committed to help & develop a highly skilled, high
           performing workforce.
  • Wise counselling and advice of an experienced colleague can help
           younger employees handle difficult situations, accelerate their
           development, and avoid some of the pitfalls that can derail a career
           or delay career advancement.


Slide 19
            • Quarterly mentor mentee meetings are arranged
Quarterly
Meetings




            • Are the Senior Executives of the Bank
Mentors




            • Fresh Graduates joining the bank like MT’S, Branch banking Officers etc
Mentees




            • Based on the analysis, HR takes appropriate action to resolve issues/queries &
              ensures satisfaction
Analysis


Slide 20
                CULTURAL
           TRANSFORMATIONAL
               INITIATIVES




Slide 21
CULTURAL TRANSFORMATIONAL INITIATIVES
           • Frequent Town Hall                                       • HR Helpline
             meetings                                                   launched to
           • Focus Groups                                               encourage
           • Employee                                                   employee feedback
             Satisfaction Survey


                                                      Employee
                                     Employee       Feedback and
                                   Communication       Query
                                                     Resolution




                                                       Maintaining
                                                    transparency in
                                   HR Call Center
                                                     communication
                                                    with employees

           • Resolving queries /                                      • WE published
             grievances to                                              regularly every
             ensure employee                                            month with broad
             satisfaction                                               coverage and
                                                                        useful information


Slide 22
               SELF & PROFESSIONAL
           DEVELOPMENT THROUGH TRAINING




Slide 23
                     TRAINING INITIATIVES




                           NEW                   TECHNICAL
             IFC                    SOFT SKILL
                        LEARNING                 TRAINING
           PROJECT                  TRAINING
                         VEHICLES




Slide 24
IFC PROJECT




           Developing a world-class training institute
                         equivalent to
                   International Standards




Slide 25
NEW LEARNING VEHICLES – For Employees




Slide 26
SOFT SKILL TRAINING



                                                    IESE / HARVARD / OTHER
                        Training at
                                                    RECOGNIZED INSTITUTIONS
                         Executive
                           Level


                    Training at Middle                    LUMS / OTHER
                    Management Level                   REPUTABLE TRAINERS



           Internal & External Training programs
                on Customer Service, Sales,                    INTERNAL &
             Relationship Management skills etc           EXTERNAL TRAINING



                                                                INTERNAL &
           Training for Fresh Graduates & Batches
                                                             EXTERNALTRAINERS




Slide 27
TECHNICAL TRAINING PROGRAMS



           Fresh
           Graduates,
           Post
           Graduates
                    Middle
                    Management
                                          CUSTOMIZED TRAINING
                                          PROGRAMS - DCGARDNER
                                          / EURO MONEY

                             Senior
                             Executives




Slide 28
           To keep good employees, you must
           meet their needs and expectations,
            and understand what keeps them
                        inspired.




Slide 29
           THANK YOU!!!




Slide 30

				
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