People performance and sales management: getting more out of HR and people 19 February 2015

From 18-19 May in Paris, Efma will be running its first conference devoted to the topic of people performance and sales management. We hear from some of the speakers at the event to find out what attendees can expect.

What will be the key themes you will be speaking about at this year’s conference? Tommaso Campana, planning, strategy and capital management, UniCredit Spa: This year the key theme I will be addressing is the centrality of human factors in the context of a deep retail banking business repositioning process, leading from Banca OPEN Unicredit. In particular, one of the main HR officer tasks is to identify the human factors enabling a specific business proposition and to translate them into operative HR plans and tools. In the absence of a clear understanding of the human enabling factors underlying the business change, HR typical investments in training and learning might be ineffective. Dave Schwegmann, managing executive, branch networks, Nedbank: I’ll be looking at getting staff ’on-boarded’ and ’off-boarded’ effectively, recruiting challenges and how to win back staff, managing time and achieving flexible work practices, training versus creating a sustainable change in people’s behaviour, optimising to invest through a culture of ’flawless execution’ and the keys to performance management. Pedro Álvares Ribeiro, general manager, Millennium bcp: The Presentation will focus on the branch manager - the new CEO of retail banking. The branch manager is the key driver of performance of a branch and so, by maximising the effectiveness of this key figure you can transform low performing branches into high performing branches and increase the performance of most branches thereby increasing the overall performance of a bank. Sarah-Jane Walker, vice president, HR business partner, personal and corporate banking, Barclays: My focus will be on people technology in HR - how to create a digitally savvy workforce and how HR can help to create employee engagement and empowerment throughout the colleague lifecycle. Magnus Uggla, executive vice president, Svenska Handelsbanken: The main theme of my presentation will be on recruiting and keeping quality staff. What are the key challenges facing banks in getting more out of HR and people? Schwegmann: Attracting and retaining talented sales people in a highly regulated environment is what I believe to be the biggest challenge. Increased regulations and legislation places huge strain on staff as well as the organisation in terms of compliance. It’s also challenging to ensure the stability of the work force and ’build muscle’ within their role as well as to create a pipeline of sales people in the broader organisation. The new generation, being much more individualistic, makes the challenge of meeting collective goals so much more challenging. And finally, legacy methods of communication are not talking to the younger generation; it’s important to create a consistent client experience in all points of presence. Uggla: Providing career and training opportunities that fit people with different backgrounds is a key challenge, as is creating more flexible working conditions. Walker: Building resilience within colleagues, digital engagement and developing an agile working culture are the key challenges today. Campana: The sense of purpose is one of the key factors of our own self-realisation and, for a large company, a permanent low-cost source of engagement. Large networks often suffer from a weak sense of purpose of individuals. The reasons and root causes are many (demographics, social and environmental, but also internal to the organisation) and the real challenge the bank has to face is to make every effort to ensure that people know why and how things must be done. In a nutshell, we can say that a key challenge is to create the environment and the conditions in which people always know why they do what the bank assign them, and to find their satisfaction in doing those tasks well. Ribeiro: Most banks don’t have a systematic process to manage the performance of the branch manager. By managing in a consistent way, this ’forgotten dimension’ can help banks improve their performance and better leverage the overall motivation and potential of their teams. What needs to be done to effectively meet these challenges? Schwegmann: Innovative ways of communicating, inspiring and recognising the younger generation is key. Management disciplines need to be obtained in driving the required culture within the organisation. Creating clear career pathing, inspiring recognition process and opportunities for development are also important. Walker: Insight, empowerment and real time engagement are needed. Campana: HR has to show a higher sense of accountability: it is a hard task for any banking manager today to define the future winning retail banking organisation, but it becomes much easier with the support of a HR team who takes care of developing plans and actions for employees to encourage them, individually and as team players, to take part to the ordinary mission of the network with perceptible awareness. Ribeiro: Just by managing the branch managers in a different way, banks can improve significantly their performance. This dimension represents one of the largest opportunities to improve profits and is consistently ignored by most consultants. Uggla: banks need to further develop new means of training like e-learning and also enhance the internal labour market to facilitate career movements. They need to find ways to create incentives for managers to develop their members of staff. What developments in enhancing people performance will impact the future of the industry? Campana: Performance is given by multiple elements. Today and in the future the overall retail network performance will be even less than in the past a simple ’sum of individual performances’ and much more the complex outcome of the interaction between processes, tools and individual behaviours. This element will require all of us a serious rethinking to the traditional HR approach of performance measurement. Schwegmann: Creating a fluid environment for staff, whilst retaining the intellectual capital within the organisation. Performance management and driving productivity in a changing world. Creating the right balance between the drivers of sales staff satisfaction (remuneration, recognition, career growth and incentives). Uggla: Need for more rapid adaption of training programmes to achieve faster changes in customer preferences, for instance in terms of digitalisation of the service offering as well as increased accessibility. Walker: Digital learning, career transition and wellness programmes. Find out more about the People Performance and Sales Management conference and save the date for this must-attend event.

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