Human Resources Practices
Activities in 2013
Our Bank is operating in a highly competitive sector, which includes international capital. Our Bank carries forward its position of being the strongest national bank. Our Bank maintained its civilized human resources policies in 2013, with the awareness of its success, including its unique position in the sector, pre-eminent market knowledge, ability to serve its customers at the right time, through the right channel and with the right value propositions.
In meeting the requirements of the banking sector and international competition, our Bank aims to provide a modern and credible service, and had 24,725 employees at the end of 2013, 85% of which were university graduates, some with a master’s degree. While the average of age is 35, average employment year is 11.
Our Bank opened doors to new graduates aiming at a banking career in 2013, as in previous years. The recruitment test and announcements asked the candidates to specify their preferred city for working, in line with the principle of hiring locally. In addition, our Bank started to hire employees from among high school graduates and associate degree holders in its 150th anniversary year.
In this scope in 2013;
41 Assistant Inspectors, 37 Assistant Internal Auditors, 242 Assistant Specialists, 826 Service Clerks, 3,135 employees with the “teller” title and a total of 4,276 employees began to work at our Bank.
In addition, in accordance with the needs of newly founded departments and the need for experienced mid-level employees, 277 employees joined the Ziraat Bank family.
Our Bank aims to raise executive managers from its employees, in line with transparent career management approach. Within this scope, a total of 6,375 employees were promoted as a result of written and/or oral examinations in 2013.
Major innovations were also carried out in the human resources practices within the scope of the Bank Customer Service Model concept formulated upon the principles of “customer-focus, rapid service delivery, and efficient communication.”
In line with Ziraat Bank’s people-centric HR practices, employees perform their jobs according to their competences and where they can enjoy job satisfaction. To sustain this, the Bank switched from the title based vertical organizational structure to a duty based horizontal organizational structure in 2012. In this scope, the “job position” implementation was introduced in career management. In addition to the title designation that indicates the professional level of employees, a “job position” is determined for each employee in accordance with the job performed, the customer segment addressed, and the distinction between marketing versus operations functions.
At the end of 2013, a total of 1,634 branches had switched to the new business model and 24,725 employees had been appointed to their new job positions, according to their talents and competence. As a result, the switch to the Bank Customer Service Model was completed.
In the scope of 2013 training program, in order to help new recruits get to know the Bank, adapt to the corporate culture and provide them with the necessary knowledge and ability: “First step to work” training was provided; in order to provide assistants and specialists with the necessary knowledge and ability, “Certification Training” was provided; in order to support executives in changing, transformation, being a part of the corporate strategy, for the right use of motivation tools, problem solving: “Management in Change Training” was provided; to inform employees of new products/ services/ regulatory provisions: “Vocational Training” was provided. Additionally, there were some training programs prepared in the scope of “Statutory Obligation”.
During 2013, training programs were provided to 21,278 employees and an average of 52 hours in training time was provided per person.
Besides, in the scope of e-Training, e-training sessions were provided to 216,030 people in 2013. E-training has the advantages of low cost and time efficiency, accessibility from every location (such as the workplace or at home), the ability to be altered in line with employees’ learning curves and compatibility with in-class training.
In line with the restructuring in title and duty positions, the Bank moved to the new remuneration system based on titles and job positions of employees at the beginning of the year. This system was revised and innovated according to needs observed in 2013. A new practice was launched in the beginning of 2014: As per this new practice, our Bank will pay – in addition to the regular wages and salaries that are paid according to each employee’ title and position – a fee to employees for remaining in their positions (or for maintaining their titles) for a specific period of time. During the execution of this practice, the minimum working periods (in a specific position or title) that are required for promotion are also taken into account.
Ziraat Bank Personal Performance Bonus System
A new bonus system was implemented in 2013 in accordance with the Bank’s new organizational structure and strategy which is focused marketing and sales, and aimed at increasing the efficiency of sales employees, by using personal performances as a basis. The Personal Bonus System was designed in line with the increasing gain principle, which rewards increasing performance and efficiency, providing higher compensation for those with a higher performance. Through personal performance evaluations, bonus payments were made in accordance with performance with the aim of strengthening the customer focused business model, deepening the marketing and efficiency focused work approach by motivating employees, increasing their corporate loyalty and rewarding personal success.
In the scope of this implementation, considering our Bank’s profitability and operational results, bonus budget was determined not to extend 7% of total monthly wage payments. These payments were determined according to substantial and numerically measurable criteria, and paid to the employees pertaining to three month periods beginning from February, May, August, and November. Bonus payments were designed to provide additional payments to those who had achieved a higher performance on a marketing basis and on the basis of:
Different coefficients are applied in the calculation of bonuses according to branch segment, scale, and personal performance ordering and duty position.
As in other banks, a performance bonus system was designed for rewarding higher performance and increasing the efficiency of sales employees. In addition, employees working in the operations departments of the branches and the general directorate could be benefit from this implementation.
2014 Projections
In 2014, our Bank will continue to provide its employees with appropriate career opportunities aligned with their respective job positions, and modern working conditions.
In addition to promotions regarding title, our Bank enriches career opportunities through promotion. In this scope, implementation of the “Competence Evaluation System” has been planned in order to evaluate our employees’ performance in terms of their competence in their duties.
Furthermore, establishing synergy between our Bank and domestic/international subsidiaries and affiliates has been planned. In this scope, in order to improve operational efficiency, updating of code of human resources, improving personnel-duty matching, compensation and other benefits revision have been planned to be completed during 2014.