Focus on Banca CR Firenze
Athens, 15th February 2008
Gian Luca Miceli Gian Luca Miceli -- Head of HR Dept. Head of HR Dept. -- Banca CRF Banca CRF
Quality Assurance in Training and HR Development in the European Financial Service Sector
2Direzione Risorse – Coordinamento Risorse Umane
Banca CRF Group - History
1829 - Cassa di Risparmio di Firenze was founded
1992 and 1998 - Became a Joint-Stock Company and the Banking Group was established
1999 - 2000 - Partnership with SP IMI e BNP Paribas and quotation in the Stock Exchange
2000 - 2002 CR Civitavecchia, Orvieto e Mirandola joined the Group, the shareholding in Findomestic Banca increased to 50%
2003 - Reorganization of Sales Division
2004 - CR della Spezia joined the Group
2005 - Investment abroad: acquisition of Banca Daewoo (Romania)
2007 - New agreement: Intesa Sanpaolo acquires the majority of Banca CR Firenze
3Direzione 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%
1.047.447 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)
336
41
7 1
44
63
56
4Direzione 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
Since its IPO, Banca CR Firenze has been one of the best
performers compared to MIB BANKS and S&P MIB
2001 2002 2003 2004 2005 2006 18.10.20070
50
100
150
200
250
300
350
400 BANCA CR FIRENZE
S&P MIB
MIB BANKS
*
* Normalized trend
5Direzione Risorse – Coordinamento Risorse Umane
HR as a strategic asset
Know Lead Empower
Increase our competitiveness in the market, pursuing the creation of value
in the mid – long term
the Human Capital of the Group as a strategic asset strategic asset in achieving business goals
6Direzione Risorse – Coordinamento Risorse Umane
HR as a strategic asset - Starting Point
Centrality of competencies/skillsCentrality of competencies/skills
Development of a HR management Development of a HR management cultureculture
Shared ResponsibilityShared Responsibility
7Direzione Risorse – Coordinamento Risorse Umane
Managing HR : an Integrated System
Job FamiliesJob FamiliesJob FamiliesJob Families
Management Management SystemSystem
Management Management SystemSystem
Work levelWork levelWork levelWork level
RolesRolesRolesRoles
Competency Competency ModelModel
Competency Competency ModelModel
8Direzione Risorse – Coordinamento Risorse Umane
Functional view
(organizational chart –
by functions)
Professional view
(competency model)
Managing HR : an Integrated System - Roles
9Direzione 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:
Division B
Dept. B1
(Roles)
Dept. B2
(Roles)
Dept. B3
(Roles)
Job Family 2Job Family 2
Division A
Dept. A1
(Roles)
Dept. A2
(Roles)
Dept. A3
(Roles)
Job Family 1Job Family 1
10Direzione 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 1 Family 2 Family 3 Family 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
11Direzione Risorse – Coordinamento Risorse Umane
Managing HR : an Integrated System -Management System
End of employmentRecruitment
and Selection Management
Professional Development
Measurement and Evaluation
Motivation
Training
12Direzione 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
13Direzione Risorse – Coordinamento Risorse Umane
Focus on the training process
MissionMission
“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. Contribute to the development of skills and knowledge, planning and organizing learning projects in order to achieve the business goals.
14Direzione Risorse – Coordinamento Risorse Umane
The National The National Collective AgreementCollective 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
15Direzione Risorse – Coordinamento Risorse Umane
MethodMethodss Classes E- learning (F@D) Coaching Conferences Meetings in the Working Unit Area meeting Stage/Training on the job
TopicsTopics 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
16Direzione Risorse – Coordinamento Risorse Umane
Focus on the training process -2007 - Results
* Employees with a fixed-term work agreement and employees who resigned or retired during 2007 are included* Employees with a fixed-term work agreement and employees who resigned or retired during 2007 are included
**
EMPLOYEES INVOLVED BANCA CR FIRENZE
Employees involved 3.667Employees not involved 186
3.853
4,8%
95,2%
Employees involved Employees not involved
17Direzione Risorse – Coordinamento Risorse Umane
Focus on the training process -Latest Trends
11,7
6,66,6
0,0
2,0
4,0
6,0
8,0
10,0
12,0
14,0
200720062005
AVERAGE TRAINING DAYS PER PARTECIPANT BANCA CR FIRENZE
18Direzione Risorse – Coordinamento Risorse Umane
Focus on the training process -2007 Results
GROUP
40.407,7
17.761,0Total Group 58.168,7
WORKING HOUR TRAINING: DETAILS
Banca CR Firenze Working hour training
Group CompaniesWorking hour training
29,8%
70,2%
Banca CR Firenze
Group Companies
19Direzione Risorse – Coordinamento Risorse Umane
Focus on the training process -Latest Trends
TOTAL TRAINING DAYS GROUPWORKING HOUR TRAINING
40.407,7
17.761,0
23.857,0
10.426,0
22.245,0
10.383,0
200720062005
Banca CR Firenze Group Companies
20Direzione Risorse – Coordinamento Risorse Umane
Planning coursesPlanning courses
Needs AnalysisNeeds Analysis
Results Results EvaluationEvaluation
Organizing coursesOrganizing courses• 2003: ISO9001 Certification of Training
Division (DNV) • 2006: 1° Certification confirmation• Every year: Maintenance
Goals and Goals and ProcessProcesseses
Quality Quality SystemSystem
Focus on the training process
21Direzione 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 SystemQuality System
Focus on the training process - Quality System
22Direzione Risorse – Coordinamento Risorse Umane
GoalsGoals
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
23Direzione Risorse – Coordinamento Risorse Umane
ProcessProcesseses
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
24Direzione Risorse – Coordinamento Risorse Umane
The Process and its circularityThe Process and its circularity
PlanningPlanning
Needs analysisNeeds analysis
Results Results measurementmeasurement
OrganizingOrganizing
Focus on the training process - Quality System
25Direzione Risorse – Coordinamento Risorse Umane
Operational ToolsOperational Tools
Needs Analysis / Results measurement 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
26Direzione Risorse – Coordinamento Risorse Umane
Planning coursesPlanning courses
Operational ToolsOperational Tools
Quality proceduresQuality 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 coursesOrganizing 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
27Direzione Risorse – Coordinamento Risorse Umane
““Benefits”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
Focus on Banca CR Firenze
Athens, 15th February 2008
Gian Luca Miceli Gian Luca Miceli -- Head of HR Dept. Head of HR Dept. -- Banca CRF Banca CRF
Quality Assurance in Training and HR Development in the European Financial Service Sector