Quality Assurance in Training and
HR Development in the European
Financial Service Sector
Athens, 15th February 2008
Focus on Banca CR Firenze
Gian Luca Miceli - Head of HR Dept. - Banca CRF
Banca CRF Group - History
1829 - Cassa di Risparmio di Firenze was founded
1992 and 1998 - Became a Joint-Stock Company and the Banking Group was established
1999 - 2000 - Partnership with SP IMI e BNP Paribas and quotation in the Stock Exchange
2000 - 2002 CR Civitavecchia, Orvieto e Mirandola joined the Group, the shareholding in
Findomestic Banca increased to 50%
2003 - Reorganization of Sales Division
2004 - CR della Spezia joined the Group
2005 - Investment abroad: acquisition of Banca Daewoo (Romania)
2007 - New agreement: Intesa Sanpaolo acquires the majority of Banca CR Firenze
Direzione Risorse – Coordinamento Risorse Umane
2
Banca CRF Group - Figures
A growing network in other regions of central - northern part of Italy and in East Europe
7



1
44
56
336
41
63




Sales Division: 567 branches (at 30/06/2007)
Financial Advisors: 60 branches (at 30/6/2007)
Market share at 31/03/07:

Tuscany: Loans 9,81% - Deposits 15,32%
1.047.447 customers (at 30/06/07)
Euro 41,14 bln total deposits (at 30/6/2007)
Euro 15,5 bln loans (at 30/6/2007)
ROE : 11,4% (at 30/06/2007)
Direzione Risorse – Coordinamento Risorse Umane
3
Banca CRF Group - Stock trend
Since its IPO, Banca CR Firenze has been one of the best performers
compared to MIB BANKS and S&P MIB
BANCA CR FIRENZE *
400
350
300
250
200
150
MIB BANKS
100
S&P MIB
50
0
2001
2002
2003
2004
2005
2006
18.10.2007
* Normalized trend
Direzione Risorse – Coordinamento Risorse Umane
4
HR as a strategic asset
Increase our competitiveness in the market,
pursuing the creation of value
in the mid – long term
Know
Lead
Empower
the Human Capital of the Group
as a strategic asset in achieving business goals
Direzione Risorse – Coordinamento Risorse Umane
5
HR as a strategic asset - Starting Point
Centrality of competencies/skills
Development of a HR management
culture
Shared Responsibility
Direzione Risorse – Coordinamento Risorse Umane
6
Managing HR : an Integrated System
Roles
Job Families
Competency
Model
Work level
Management
System
Direzione Risorse – Coordinamento Risorse Umane
7
Managing HR : an Integrated System - Roles
Functional view
(organizational chart –
by functions)
Professional view
(competency model)
Direzione Risorse – Coordinamento Risorse Umane
8
Managing HR : an Integrated System Job Families
Job Families cross the organization and match roles with comparable characteristics (mission
and competencies), though they belong to different functions:
Division A
Dept. A1
Dept. A2
Dept. A3
(Roles)
(Roles)
(Roles)
Job Family 2 Division B
Job Family 1
Dept. B1
Dept. B2
Dept. B3
(Roles)
(Roles)
(Roles)
Direzione Risorse – Coordinamento Risorse Umane
9
Managing HR : an Integrated System Work level
Work level 5
• Role n
• Role n
• Role 3
• Role 2
Work level 4
Work level 3
• Role 3
Work level 2
• Role 2
• Role 1
• Role 1
• Role n
• Role 3
• Role 2
• Role 1
• Role 3
• Role 2
• Role 1
Work level 1
Family 1
Family 2
Family 3
Direzione Risorse – Coordinamento Risorse Umane
Family n
10
Managing HR : an Integrated System Management System
Professional
Development
Recruitment
and Selection
Training
Management
Measurement
and Evaluation
End of
employment
Motivation
Direzione Risorse – Coordinamento Risorse Umane
11
Managing HR : an Integrated System Management System
•
•
•
•
Recruitment
and Selection
•
•
•
•
•
Normative
Technical
Behavioral
Managerial
• Professional Roles
• Competencies and knowledge
profiles
• Qualitative-quantitative staff
planning
• Internal Recruitment
• Career paths
Professional
Development
Training
Wage policy
Individual discretionary awarding system
Short run incentive system
Long run incentive system
Benefit management system
Management
Measurement
and Evaluation
End of
employment
Motivation
• Performance evaluation
• Competency assessment
• Knowledge assessment
Direzione Risorse – Coordinamento Risorse Umane
12
Focus on the training process
Mission

“The Training Department arranges individual training programs in order to
support the employees professional development”;

“The Training Department ensures professional training, and guarantees
projects planning and organization".
Contribute to the development of skills and knowledge, planning and
organizing learning projects in order to achieve the business goals.
Direzione Risorse – Coordinamento Risorse Umane
13
Focus on the training process
The National
Collective Agreement
« The Company promotes professional training - to employees with a no fixed-term work
agreement - according to the criteria of transparency and equal opportunity, as following :

“a training project" of no less then 24 hours per year to be attended during the working
hours;

“a training project" of 26 hours per year, 8 of which must be attended during the working
hours and the rest 18 not remunerated to be attended after hours, also through “self
training” using information technology».
Direzione Risorse – Coordinamento Risorse Umane
14
Focus on the training process
Methods







Classes
E- learning ([email protected])
Coaching
Conferences
Meetings in the Working Unit
Area meeting
Stage/Training on the job
Topics










Skills
Process
Credit
Finance
Law/fiscal
Foreign languages
Marketing and management control
New employees training
Office automation (ECDL)
Products and services
Direzione Risorse – Coordinamento Risorse Umane
15
Focus on the training process 2007 - Results
B A N C A C R F IR E N Z E
E M P L O Y E E S IN V O L V E D
E m ploye e s in volve d
E m ploye e s n ot in volve d
3 .6 6 7
186
3 .8 5 3 *
9 5 ,2 %
4 ,8 %
E m p loye e s involve d
E m p loye e s not involve d
* Employees with a fixed-term work agreement and employees who resigned or retired during 2007 are included
Direzione Risorse – Coordinamento Risorse Umane
16
Focus on the training process Latest Trends
A V E R A G E T R A IN IN G D A Y S P E R P A R T E C IP A N T
B A N C A C R F IR E N Z E
1 4 ,0
11,7
1 2 ,0
1 0 ,0
8 ,0
6,6
6,6
6 ,0
4 ,0
2 ,0
0 ,0
2005
2006
Direzione Risorse – Coordinamento Risorse Umane
2007
17
Focus on the training process 2007 Results
W O R K IN G H O U R T R A IN IN G : D E T A IL S
GROUP
B a n c a C R F ire n z e
W o rkin g h o u r tra in in g
4 0 .4 0 7 ,7
G ro u p C o m p a n ie s
W o rkin g h o u r tra in in g
T o ta l G ro u p
7 0 ,2 %
1 7 .7 6 1 ,0
5 8 .1 6 8 ,7
2 9 ,8 %
B a n ca C R F ire n ze
G rou p C om p a n ie s
Direzione Risorse – Coordinamento Risorse Umane
18
Focus on the training process Latest Trends
T O T A L T R A IN IN G D A Y S
GROUP
W O R K IN G H O U R T R A IN IN G
B a n ca C R F ire n ze
G rou p C om p a n ie s
1 7 .7 6 1 ,0
1 0 .3 8 3 ,0
1 0 .4 2 6 ,0
4 0 .4 0 7 ,7
2 2 .2 4 5 ,0
2005
2 3 .8 5 7 ,0
2006
Direzione Risorse – Coordinamento Risorse Umane
2007
19
Focus on the training process
Needs Analysis
Planning courses
Goals and
Processes
Quality
System
• 2003: ISO9001 Certification of Training
Division (DNV)
• 2006: 1° Certification confirmation
• Every year: Maintenance
Organizing courses
Results Evaluation
Direzione Risorse – Coordinamento Risorse Umane
20
Focus on the training process - Quality
System
Quality System

can be defined as a set of policies, processes and
procedures required for planning and execution in the
operational area of the organization;

integrates the various internal processes within the
organization and intends to provide a process approach for
project execution;

enables the organization to identify, measure, control and
improve the various processes that will ultimately lead to an
improved performance.
Direzione Risorse – Coordinamento Risorse Umane
21
Focus on the training process - Quality
System
Goals

To improve the processes refining the operational steps in order to increase
efficiency and efficacy;

to share responsibility and involve all the professionals in the process;

to spread a culture of innovation and continuous improvement;

to obtain a competitive advantage according to the certification trend that has
been implementing in the whole System.
Direzione Risorse – Coordinamento Risorse Umane
22
Focus on the training process - Quality
System
Processes

Primary process – management, planning and organizing training courses;

Supporting process – administration management, management of intercompanies training participation, internal resources management (HR and
infrastructure), external resources management (consultants and trainers),
documentation and Quality records;

Improvement process – control and measurement, internal inspection,
compliance management, corrective and preventive actions, data analysis.
Direzione Risorse – Coordinamento Risorse Umane
23
Focus on the training process - Quality
System
The Process and its circularity
Planning
Organizing
Needs analysis
Results
measurement
Direzione Risorse – Coordinamento Risorse Umane
24
Focus on the training process - Quality
System
Needs Analysis / Results measurement
Operational Tools








Knowledge assessment
Competencies assessment and internal recruitment
Results analysis of performance evaluation
Managers satisfaction questionnaires
Learning needs questionnaires
Auditing Reports
Participants satisfaction questionnaires
Knowledge test on normative compulsory training courses
Direzione Risorse – Coordinamento Risorse Umane
25
Focus on the training process - Quality
System
Planning courses
Organizing courses
Operational Tools
Quality procedures
 Training plan according to each Role/Job
Family
 Individual training plan
 Special training projects (on Internal
Customers demand)
 Qualifying training courses (obtaining
certification/licence – Perseo, BD, etc)
 Inter-Companies training courses
 Stage/training on the job
 Organizing training courses in Banca CR
Firenze training center
 Organizing training courses in the
structures of other Banks of the Group
 Organizing courses at outside companies
Direzione Risorse – Coordinamento Risorse Umane
26
Focus on the training process - Quality
System
“Benefits”

Process standardization: use of standard forms and methods to file shared
documents;

Transparency of process and visibility on the different operational areas;

Individual Responsibility: identifying one referent for each part of the process;

Innovative planning: thanks to the time gained through the standardization of
activities;

Improving customers satisfaction: thanks to a continuous control of feed-back.
Direzione Risorse – Coordinamento Risorse Umane
27
Quality Assurance in Training and
HR Development in the European
Financial Service Sector
Athens, 15th February 2008
Focus on Banca CR Firenze
Gian Luca Miceli - Head of HR Dept. - Banca CRF
Descargar

Selezione Interna per Gestori Personal e Business