As CIB continues to grow, the Human Resources Department will play an increasingly important role in maintaining the Bank’s reputation of excellence since people are the key to fully realizing the Bank’s strategy. The HR strategy mainly focuses on supporting the Bank’s expansion, employee effectiveness, and digital transformation to provide exceptional customer care and experience.
The aims outlined in the 2019 HR strategy focus on four main pillars: skill development and talent management, organizational effectiveness, automation, and enhanced controls. Growth in these areas will support CIB’s efforts to achieve its core strategic goals and provide employees with an exceptional experience.
The success of the 2019 strategy will depend on our ability to attract, retain, motivate, and develop highly qualified employees. Investing in our people remains a key goal, as they are the core channel through which we provide an exceptional customer experience and competitive financial services.
Talent Management and Acquisition
In 2018, CIB continued to adopt a balanced approach to external talent acquisition by leveraging the skills and experience within the organization, while simultaneously seeking out the additional capabilities that will help the Bank achieve long-term sustainable performance. This year, CIB hired 587 external talented individuals (59 new headcount and 528 replacements), moved 429 across different areas of the Bank, and internally promoted 618 promising young talents for better exposure and enhanced career progression.
In continuation of implementing a smooth onboarding process, CIB will continue conducting the Basic Banking Certificate program in order to blend and align all new hires with CIB Culture. In 2019, the Learning and Development Division will conduct 23 rounds of this program to meet business growth and recruitment requirements. In addition, a new onboarding program designed specifically for first line managers and above will be introduced.
Moreover, a total of 33 events (Tawarny and Employment Affairs) were held across universities and other venues in Egypt to promote CIB’s employer value proposition and competitive advantage. Tawarny is an initiative for university students to practice mock HR interviews and provide them with tips and constructive feedback to boost their confidence to prepare them for the corporate world. This initiative demonstrates CIB’s firm commitment to supporting Egyptian youth by preparing them for the labor market. We aim to create a new generation of qualified candidates who will drive the country’s development and growth.
Building on our objective to initiate recruitment mobile teams outside Cairo, in 2018 HR introduced the “Ma7atetena 3andak” initiative in which a team visited nine areas across Egypt to facilitate the recruitment process for candidates at local hubs.
Skills Development and Talent Management
CIB leadership tracks continued in 2018, targeting senior management, middle management, and first-line managers. We extended leadership training to 547 employees based on defined and customized tracks. For senior managers, we worked with highly experienced international vendors to tailor complex materials based on intensive assessments that measure the impact of the trainings against employee progress. Leadership tracks will resume in 2019 by including new leadership topics and talent management programs aimed at exposing them to new topics in addition to their core competencies.
Moreover, 27 senior managers who joined INSEAD in 2016 became part of the high-level of Building a Winning Culture Program in 2018 to continue their leadership progression. At the middle management level, 81 IMD participants joined INSEAD for a one-day Talent Retention & Staff Engagement Program. The Essential Supervisory Skills program was developed to help first-line managers enhance their managerial skills. The track was launched at the end of 2018 and will continue into 2019.
We tailored learning tracks for various business areas and segments, including training both locally and international certifications. In 2018, 79% of employees were trained. Moreover, 26 Wealth Managers and Plus Bankers were granted certifications from Chartered Institute of Securities and Investment and 30 employees from Business Banking were accredited as SME Consultants by Simplified Examination to Maximize Profit (SEMP). In 2019, current learning tracks will resume, and we will also introduce new ones targeting areas such as Business Banking Risk, Tellers, Audit, Legal, Cash Counting and Blue Collars. As part of the Bank’s succession plan developed in 2016, 42 key talents were selected to enhancing their capabilities and widen their understanding by participating in technical and leadership skills development programs. Of these 42 delegates, 72% were promoted to larger roles as part of their career progression within CIB. In 2019, CIB will continue to add value to employees’ experiences by supporting their personal development plans and linking these plans to the 2019 succession plan.
Finalization of the Competency Framework was a key priority in 2018. The Bank completed this framework model by conducting 25 competencies workshops. Hence, the now complete competency dictionary will become an integral component of the performance management system (PMS). Going forward, our skills development and talent management strategy will focus on linking past efforts in one comprehensive system that integrates all talent management initiatives. The strategy will capitalize on PMS automation, integrating the competencies framework within the PMS, creating customized Personal Development Plans, and linking these plans to more personalized training plans. Additionally, the strategy will focus on employing several phases to identify successors, identifying high potential employees, and developing user-friendly career maps. As a result, HR and business managers will have the ability to identify gaps and develop personalized development plans to create a solid talent pool.
The Bank’s HR strategy will continue to focus on promoting organizational effectiveness by improving engagement levels, supporting customer experience and service excellence, and enhancing the HR value proposition. The strategy will be executed through initiatives such as:
In continuation of the Bank’s effort to foster a culture of high performance and ensure alignment among bank areas, during 2018 the Chief Human Resources Officer (CHRO) held 10 town halls to improve communication and increase the performance-related dialogue with middle management. Additionally, HR business partners conducted 66 awareness sessions with professionals and first-line managers to promote employee awareness of new HR policies and initiatives and increase satisfaction in the workplace.
Moreover, CIB will start developing a robust engagement strategy that will improve the culture and enrich productivity while producing more sustainable results.
Employee Effectiveness Survey
In 2018, 92% of employees completed the fourth Employee Effectiveness Survey (EES) compared to the 88% who participated in 2016. The engagement (measured by employees’ loyalty, pride, and willingness to “go the extra mile” for the Bank) level was 63% compared to 59% in 2016, and enablement (measured by the degree to which employees experience an environment that fosters engagement) level reached 52% compared to 46% in 2016. Action plans for key focus areas were also developed to continue enhancing CIB’s effectiveness profile in the coming years.
Building on the Bank’s strategy to develop young talent and provide the best customer experience, CIB launched the iOwn program under the umbrella of iCare, a program started in 2018 to promote service excellence. iOwn is a service dedicated to managing customer complaints to enhance the quality of services provided and increase customer satisfaction. The program was designed to empower staff to take full ownership of handling customer complaints and equip them with tools to address customer complaints using best practices. Additionally, the tool helps employees see various success stories and involves branch managers and deputy branch managers in mentorship and coaching efforts.
In 2019, HR will launch another version of iOwn targeting all front liners. Three tailored versions of iOwn and iCare coaching will also be introduced to the central operations team to ensure proper management of customer complaints, increase quality of service level, and maintain customer satisfaction.
HR will continue to present a unique value proposition to produce positive outcomes for key stakeholders and employees. This approach will not only allow the Bank to engage employees but also attract the best talent on the market. HR will improve its value proposition by further enhancing the variable pay programs to ensure that the distribution model is aligned with the Bank’s overall strategy.
Finally, CIB has a unique model for delivering employee benefits through HR, Corporate Services, the Social Services Community, and Social Insurance funds. HR will focus on unifying policy design to ensure consistency, market competitiveness, and employee satisfaction while aligning operations with the Bank’s internal processes. Additionally, HR will improve benefits and medical services across all business areas in collaboration with the Social Services Community and Social Insurance Funds.
In 2018, L&D introduced more e-learning tools for CIB employees in collaboration with various business areas. Eleven different e-learning courses were introduced. In 2019, L&D will continue to offer more digital tracks to increase employees’ level of learning, engagement, and enablement.
Automation initiatives continued in 2018, with the launch of the PMS project. Automation of the PMS will significantly enhance the Performance Management process by increasing the accuracy of monitoring, performance evaluations, and cascading objectives to ensure alignment across areas of the Bank.
Additionally, the Bank implemented the learning and development system solution as CIB’s official learning management system (LMS) to create an empowered automated learning experience for all staff training management activities. In 2019, HR will continue with the implementation of the new recruitment system, which will enhance the overall candidate experience by integrating CIB’s social media websites and effectively increasing the Bank’s digital presence. This system also supports growing mobile usage among candidates by allowing them to apply via a dedicated mobile application process. Going forward, CIB will continue adopting more integrated and innovative solutions with functional capabilities that enhance the Banks’ productivity and efficiency.