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Case study: retail banking institution

HR processes, audit and redesign

Abstract

  • Founded in 1925, the Bank with 400 employees is an important player in the local retail market and is actively involved in the overall market’s asset management and private banking activities
  • There are about 73 national branches in Luxembourg offering a wide range of banking products

Challenge

The bank is in the process of implementing higher risk control measures. In order to achieve this, the bank has requested external assistance to re-design certain role definitions and related performance management approach

Approach

  • Critical review of current performance management, job profiling and related HR processes
  • Conduct interviews with senior managers to redefine goals / usefulness of PM processes
  • Conducted a high-level HR benchmarking exercise, complemented by detailed HR process audit
  • Mapping a change route from “AS IS” to “TO BE” environment

Solution

  • Re-designed approach for role definitions and performance management process
  • Establishment of performance management related HR policies
  • Proposed approach for the repositioning of the bank’s HR image (via change in its HR policies)
  • Proposed implementation of an easy to understand tool and process for implementation of new long-term strategy

 

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