2016 In Review

Human Resources

The Agha Khan, the influential leader of the Ismaili sect, liked to spend his winters in Aswan for his health and was buried there in an elegant tomb after his death in 1957.

Recruitment & Selection

In line with the Human Resources (HR) strategy to develop potential talents, the Recruitment Department became even more responsive when fulfilling hiring requirements during the year, succeeding in reducing the average time-to-hire to 20 days versus 35 in 2015.

The department also lowered expenses associated with hiring middle and senior staffers by relying on our networking and direct sourcing to identify talents without using recruitment agency services. The expenses of over 30 talents were saved in 2016.

The department conducted a talent-mapping exercise to allow the Bank to build a database of Egyptian talents in the GCC, US and Canada for the Bank’s critical positions.

To ensure we are developing our employees as our most important asset, the division introduced a new team designated to manage end-to-end internal hiring. The idea was to build a network to provide growth opportunities for potential talents within the Bank.

In our continuous efforts to brand CIB as the employer of choice, the Recruitment Department, in cooperation with representatives from the business side, participated in more than 15 employment fairs, awareness sessions and career events with Egyptian universities, including GUC Career Day, American Chamber HR Career Day, AUC Banking Awareness Session, CV Writing Awareness Session and the Cairo University Business Banking Awareness Session.

In 2016, we launched the Thomas International Behavioural Assessment as an additional screening tool to enhance the quality of new hires. It was used to analyse potential employees’; behavioural style at work, identify their key strengths and limitations and help measure their mental agility before being interviewed for a position.

Organisation Development

Performance management was one of the key strategic aspects HR’s Organisational Development Department worked to develop in 2016. An external consultant was brought in to meet with senior management to discuss and assess the current performance management process, implementation and measurement system to identify the gaps and provide recommendations.

HR was keen to deepen the “job weight approach” introduced in 2015. The concept was to apply a systematic method of determining the value/worth of a job in relation to others in the organisation to establish a rational pay structure. The department, in collaboration with the Reward Management Department and relevant business stakeholders, finalised the exercise for all Bank positions, translating Hay Reference levels to CIB Grades. The outcome was communicated to all group heads and employees to clarify ambiguities and make sure the entire organisational structure is on board. The job weight approach was also translated to relevant HR policies.

Twelve organisational restructuring exercises were approved throughout 2016 in the COO, Consumer Banking and Control Areas. The main objectives were to accommodate new functions, enhance the span of control and ensure better communication and workflow.

Career maps for all branches, business banking and wealth management jobs were developed to help create a clear career path for employees by highlighting career advancement opportunities within these areas.

The Employee Relations Team launched the third Employee Effectiveness Survey during the year. Some 4,627 employees participated, meaning a considerably high participation rate of 88%, with the survey revealing 57% engagement and 47% enablement. The results also revealed key organisational strengths: mainly pride in working at CIB, believing CIB has high performance expectations and understanding the link between every job and the organisation’s goals. The survey revealed important development opportunities, such as performance management, respect and recognition and work structure and processes. Plans to work on these opportunities are being developed with the relevant business heads to address the issues in 2017.

Compensation & Benefits

Job Weights

We worked closely with the Organisational Development Department to roll out a job evaluation project correlating with our new CIB Grades to apply the weight of each position to HR’s operating system. This should help the Organisational Development and Recruitment Departments make efficient human capital decisions and support all the Bank’s lines of business.

Salary Structure

We introduced and implemented a new, flexible salary scale directly linked to market practices. The new structure will enhance CIB’s competitive positioning in the market to ensure we attract and retain the best human capital assets and enhance our internal pay equity.

Variable Compensation

We revamped our variable compensation philosophy, taking the Bank’s strategic direction into consideration. The new mechanism is driven by varying performance ratings in line with the individual, division and overall Bank performance. It also ensures our competitive positioning among rival banks in the local and regional market.

Learning & Development

In 2016, the Learning & Development Department was strategically engaged with different business lines, offering a comprehensive suite of learning and training programs and modules. We introduced innovative ways to effectively up-skill and empower CIB teams with the best professional learning experience.

This year, the department introduced new learning techniques, which included:

  • CIB Basic Banking Certificate Program: We revamped our induction to provide newcomers with diversified banking knowledge to help them adjust as quickly as possible and achieve maximum working efficiency.

  • Consumer Banking Professional Certificate: Covering 138 Branch Heads, this certificate was designed to develop the skill set required by any CIB Branch Head. The program included 14 mandatory modules (27 training days), and courses were spread over one year, culminating in a team project presented to the Consumer Banking Sr. Management panel.

  • Customer Experience Program (iCare): Various training methods and techniques were applied at all levels, including:

  1. Branch Management (People Managers): 546
  2. Front Liners: 381 (80*)
  3. Tellers & Back Office: 665 (20*)
  4. CIBians (internal departments, support functions): 120
  5. Pilot session for the Call Centre was delivered in October 2016. Rollout was slated for November 2016, covering 60 agents in 2016. The remaining 290 will be covered early 2017.

In line with CIB’s strategy, the Learning & Development Department focused on designing and delivering special tracks and programs that serve strategic business segments, keep up with ever-changing consumer banking developments, improve the customer experience across customer touch points and boost leadership and talent capabilities.

These special tracks include:
  • Several leadership tracks were designed for different management tiers (Senior and Middle) to develop a common understanding on CIB’s priorities/direction as well as desired management practices across the organization. L&D partnered with top-ranked worldwide leadership schools and institutes to deliver the best-in-class leadership programs. IMD’s Leading with High Impact Program covering 100 heads of functions.
  • Talent programs were designed to develop and equip fresh junior talents and Middle Management High Potentials that will be running in 2017.

Overseas Learning & Development Events

Seventy overseas training courses for key talents and promising delegates were offered in collaboration with Top Institute in Leadership Programs:

  • Seven delegates were approved to pursue their overseas postgraduate studies in 20 top universities.
  • Twenty-one regional heads and area managers were given the International Sales Management Diploma, endorsed by the Institute of Sales and Marketing Management – England.