focus on banca cr firenze athens, 15 th february 2008 gian luca miceli - head of hr dept. - banca...

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


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


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


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


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


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


Functional view

(organizational chart –

by functions)

Professional view

(competency model)

Managing HR : an Integrated System - Roles


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


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 n

• Role 1


• Role 1


• Role n


Managing HR : an Integrated System -Management System

End of employmentRecruitment

and Selection Management

Professional Development

Measurement and Evaluation

Motivation

Training


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


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.


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».



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 -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


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


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


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


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



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


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.



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.



The Process and its circularityThe Process and its circularity

PlanningPlanning

Needs analysisNeeds analysis

Results Results measurementmeasurement

OrganizingOrganizing



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



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



““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 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

focus on banca cr firenze athens, 15 th february 2008 gian luca miceli - head of hr dept. - banca...

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