Hrm Xyz Bank
HR-Related Negative Symptoms * Inconsistency of salary structure * Inconsistency of grading system * Weak performance measures in non business tasked divisions * No appropriate impact on performance vs benefits * Poor HR calibers * HR is mainly serving Top Management * HR not fully committed to their tasks (e.g. headcounts, leave) * Lack of punctuality policy implementation * Lack of staff commitment (e.g. no response to emails, telephone calls) * Lack of transparent corporate communication * Lack of clear conflict policy (e.g. challenges with direct lines) * Poor Training system (poor sessions, individual requirements) * Sudden and frequent changes in staff services system, pro-rata * Additional un-announced benefits to Senior Management, in time of crises * Poor Staffing * Lack of clear development path especially with Non-performing * Lack of any detention measures to staff members in general and especially general services team. * In-accurate Job Analysis
Root Cause Analysis of HR Symptoms
• Inconsistency of salary structure
Staffing has not been carried out properly;
No clear salary hierarchy;
• Inconsistency of grading system
Only functional division had the upper hand in the staffing process, which again was not carried out properly
• Weak performance measures in non business tasked divisions
Divisions were created without proper job analysis;
No clear KPIs for each individual division.
• No appropriate impact on performance vs benefits
Staff members are used to receive equal services (wrongly called benefits) , thus linking special compensation to performance creates havoc at the population, since Management doesn’t take enough measures in educating people and guiding their paths.
• Poor HR calibers
Old system of internally transferring non performers of other divisions to HR
Poor staffing process
Personnel and HR were not differentiated
Turn around time of
Root Cause Analysis of HR Symptoms
• Inconsistency of salary structure
Staffing has not been carried out properly;
No clear salary hierarchy;
• Inconsistency of grading system
Only functional division had the upper hand in the staffing process, which again was not carried out properly
• Weak performance measures in non business tasked divisions
Divisions were created without proper job analysis;
No clear KPIs for each individual division.
• No appropriate impact on performance vs benefits
Staff members are used to receive equal services (wrongly called benefits) , thus linking special compensation to performance creates havoc at the population, since Management doesn’t take enough measures in educating people and guiding their paths.
• Poor HR calibers
Old system of internally transferring non performers of other divisions to HR
Poor staffing process
Personnel and HR were not differentiated
Turn around time of