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Focus on Banca CR Firenze Athens, 15 th February 2008 Gian Luca Miceli - Head of HR Dept. - Banca CRF Quality Assurance in Training and HR Development.

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Presentation on theme: "Focus on Banca CR Firenze Athens, 15 th February 2008 Gian Luca Miceli - Head of HR Dept. - Banca CRF Quality Assurance in Training and HR Development."— Presentation transcript:

1 Focus on Banca CR Firenze Athens, 15 th February 2008 Gian Luca Miceli - Head of HR Dept. - Banca CRF Quality Assurance in Training and HR Development in the European Financial Service Sector

2 2 Direzione Risorse – Coordinamento Risorse Umane Banca CRF Group - History Cassa di Risparmio di Firenze was founded 1992 and Became a Joint-Stock Company and the Banking Group was established Partnership with SP IMI e BNP Paribas and quotation in the Stock Exchange CR Civitavecchia, Orvieto e Mirandola joined the Group, the shareholding in Findomestic Banca increased to 50% Reorganization of Sales Division CR della Spezia joined the Group Investment abroad: acquisition of Banca Daewoo (Romania) New agreement: Intesa Sanpaolo acquires the majority of Banca CR Firenze

3 3 Direzione Risorse – Coordinamento Risorse Umane Banca CRF Group - Figures A growing network in other regions of central - northern part of Italy and in East Europe 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% 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)

4 4 Direzione Risorse – Coordinamento Risorse Umane 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 S&P MIB MIB BANKS * * Normalized trend

5 5 Direzione Risorse – Coordinamento Risorse Umane HR as a strategic asset KnowLead Empower Increase our competitiveness in the market, pursuing the creation of value in the mid – long term the Human Capital of the Group strategic asset as a strategic asset in achieving business goals

6 6 Direzione Risorse – Coordinamento Risorse Umane HR as a strategic asset - Starting Point Centrality of competencies/skills Development of a HR management culture Shared Responsibility

7 7 Direzione Risorse – Coordinamento Risorse Umane Managing HR : an Integrated System Competency Model Roles Work level Management System Job Families

8 8 Direzione Risorse – Coordinamento Risorse Umane Functional view (organizational chart – by functions) Professional view (competency model) Managing HR : an Integrated System - Roles

9 9 Direzione Risorse – Coordinamento Risorse Umane 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: Job Family 2 Division A Dept. A1 (Roles) Dept. A2 (Roles) Dept. A3 (Roles) Job Family 1

10 10 Direzione Risorse – Coordinamento Risorse Umane Managing HR : an Integrated System - Work level Work level 1 Work level 2 Work level 3 Work level 4 Work level 5 Family 1Family 2Family 3Family n Role 2 Role 1 Role 3 Role n Role 1 Role 3 Role 2 Role n Role 1 Role 3 Role 2 Role 1 Role 3 Role 2 Role n

11 11 Direzione Risorse – Coordinamento Risorse Umane Managing HR : an Integrated System - Management System End of employment Recruitment and Selection Management Professional Development Measurement and Evaluation Motivation Training

12 12 Direzione Risorse – Coordinamento Risorse Umane End of employment Recruitment and Selection Management Professional Development Motivation Training Professional Roles Competencies and knowledge profiles Qualitative-quantitative staff planning Internal Recruitment Career paths Normative Technical Behavioral Managerial Performance evaluation Competency assessment Knowledge assessment Wage policy Individual discretionary awarding system Short run incentive system Long run incentive system Benefit management system Managing HR : an Integrated System - Management System Measurement and Evaluation

13 13 Direzione Risorse – Coordinamento Risorse Umane 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.

14 14 Direzione Risorse – Coordinamento Risorse Umane 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». Focus on the training process

15 15 Direzione Risorse – Coordinamento Risorse Umane Methods Classes E- learning 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 Focus on the training process

16 16 Direzione Risorse – Coordinamento Risorse Umane Focus on the training process Results * Employees with a fixed-term work agreement and employees who resigned or retired during 2007 are included *

17 17 Direzione Risorse – Coordinamento Risorse Umane Focus on the training process - Latest Trends

18 18 Direzione Risorse – Coordinamento Risorse Umane Focus on the training process Results

19 19 Direzione Risorse – Coordinamento Risorse Umane Focus on the training process - Latest Trends

20 20 Direzione Risorse – Coordinamento Risorse Umane Planning courses Needs Analysis Results Evaluation Organizing courses 2003: ISO9001 Certification of Training Division (DNV) 2006: 1° Certification confirmation Every year: Maintenance Goals and Processes Quality System Focus on the training process

21 21 Direzione Risorse – Coordinamento Risorse Umane  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. Quality System Focus on the training process - Quality System

22 22 Direzione Risorse – Coordinamento Risorse Umane 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. Focus on the training process - Quality System

23 23 Direzione Risorse – Coordinamento Risorse Umane Processes Primary process – management, planning and organizing training courses; Supporting process – administration management, management of inter- companies 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. Focus on the training process - Quality System

24 24 Direzione Risorse – Coordinamento Risorse Umane The Process and its circularity Planning Needs analysis Results measurement Organizing Focus on the training process - Quality System

25 25 Direzione Risorse – Coordinamento Risorse Umane Operational Tools Needs Analysis / Results measurement  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 Focus on the training process - Quality System

26 26 Direzione Risorse – Coordinamento Risorse Umane Planning 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 courses  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 Focus on the training process - Quality System

27 27 Direzione Risorse – Coordinamento Risorse Umane “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. Focus on the training process - Quality System

28 Focus on Banca CR Firenze Athens, 15 th February 2008 Gian Luca Miceli - Head of HR Dept. - Banca CRF Quality Assurance in Training and HR Development in the European Financial Service Sector


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