HR Transformation for a Local Bank
The bank’s learning function was strengthened with a new strategy and key staff were recruited to effect a new HR model and enhance the department’s capacity. Employee engagement was measured, and job descriptions designed and aligned properly. Organisation strategy and objectives were streamlined and clear-cut key performance indicators were articulated and communicated for every role. Learning interventions were recommended following a bank-wide employee skills assessment and trainings implemented. Performance management was realigned through the Balance Scorecard model and the new key performance indicators were piloted in the 2018 first half year appraisal.
Through the support implementation of the identified initiatives and solutions, the bank has been enabled to maximize its potential to deliver world class Sharia-compliant financial services to its customers, and ensure shareholders ROI.
Improved efficiency in HR processes with an attendant improvement in employee engagement levels
Employees were equipped for success in their roles by developing their competencies.
The bank was positioned as an employer of choice.
The bank’s leadership capacity was strengthened.
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