Human Resources
ANNUAL OPERATING PLAN FY 2014
Proprietary and Confidential
HR Long-Term Strategy & Plans
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Implement PeopleSoft HRIS to effectively manage our human assets.
Reinforce the FINCA culture and by partnering with NBD to inculcate and institutionalize
the new FINCA brand with the goal of increasing employee engagement and reducing
turnover
Incorporate the FINCA brand message in all touch points of the employee journey map to
reinforce the new brand though consistent employee communication and transparent
processes for HQ and all subsidiaries.
Implement a global approach to succession planning that identifies high potential
employees and incorporates development plans to retain and grow this talent.
Apply a global approach to compensation that positions FINCA as a viable option in
competing for talent. Address internal equity and good stewardship of organizational
resources.
Grow the FINCA Development Academy offerings to help build and reinforce the FINCA
culture, and increases the job skills and knowledge needed for our subsidiaries to achieve
their goals, and provide a vehicle for employees to grow their careers with FINCA.
Hire a global safety and security expert to address potential vulnerabilities ultimately
ensuring the safest work environment for our employees .
Proprietary and Confidential
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HR Longer-Term Strategy & Plans
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Position FINCA as the employer of choice in Microfinance Services. Foster a culture
of employee engagement that produces loyalty and commitment to FINCA, it’s
mission and values; and increases employee retention through career growth
opportunities.
Create a world-class Human Resources organization that fosters innovation and is
viewed as a model for other Microfinance HR organizations.
Implement global systems, tools, policies and practices that support our employer of
choice ambitions.
Increase the offerings of the FINCA Development Academy though eLearning and
virtual classrooms to allow broader access and a more economic approach to
training.
Proprietary and Confidential
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SWOT-HR Strengths
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HR expertise (HR and benefits administration, international and US employment law,
administration, policies and procedures).
Decentralized approach to regional support - Improved communication to RD’s while
providing close support for technical assistance to subsidiary HRM’s.
Experienced Regional HR Professionals With Extensive HR Knowledge.
Seasoned Global Staffing Team.
FINCA Development Academy – Initial implementation has had a positive impact
HR Systems:
* PeopleSoft-Successful implementation at HQ integration with Ceridian, Deltek
and SmartSearch.
* Converted from Taleo toSmartSearch. More robust, and cost effective staffing
system. Deployed at HQ. Spanish language roll-out for 2014.
* Implemented the FINCA Ethics Gateway to provide an independent, secure path
to air employee concerns, and identify breaches in the FINCA Code of Conduct
Proprietary and Confidential
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SWOT HR Weaknesses
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Inconsistent, or non-transparent polices and procedures.
Compensation skillset in corporate HR
Lack a well defined corporate culture and global brand
Disparate global HR systems and lack of support for PeopleSoft roll-out
Decentralized approach to training lacks cohesiveness.
Global bench strength. Need to revitalize the MDP program
HR turnover. Extensive in LA. Eurasia and Africa both lost HR managers in 2013.
Security. Increased gang and terrorist activities and unstable political environment
could put our employees at risk.
Proprietary and Confidential
5
SWOT-HR Opportunities
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Incorporate new FINCA brand at all touch points in the employee journey.
Hire Global Training Manager.
Redesign the performance review tool to ensure alignment with the FINCA
brand, values and mission.
Build RD and CEO support for PeopleSoft implementation at subsidiaries by
providing transparent on-going support costs.
Increase participation in compensation surveys ensuring market
competitiveness. Develop survey specific to CEO Microfinance Working
Group.
Redesign current incentive plans to be more transparent/understandable
while positioning FINCA to be competitive in it’s market and support good
stewardship of organizational resources for our investors.
Expand our Talent Management Program to build bench strength.
Deploy SmartSearch in subsidiaries to streamline the staffing process.
Hire a global head of security to identify and mitigate potential threats and
develop security procedures.
Proprietary and Confidential
6
SWOT-HR Threats
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Culture: Changing from an NGO culture to a Global Financial Services Provider with
over 10,000 employees has proven difficult. Long service employees used to an
unstructured environment. Acquisitions and mergers will pose additional cultural
integration challenges.
No distinct FINCA brand makes recruiting difficult.
Untrained front-line managers drives turnover.
Transparency still surfaces as an issue. New positions are created and filled without
posting the job.
Global implementation of PeopleSoft has slipped significantly from the original
project plan based on Subsidiary performance and competing projects. Unknown cost
of ongoing support for PeopleSoft makes Subsidiary and Regional leadership question
the viability of the project.
Increase in crime and terrorist activities puts our employees at risk
No unified approach to executive compensation and incentives.
Lack of local talent at many subsidiary locations.
Proprietary and Confidential
7
Summary Current Year’s Results
2013 Goals
2013 Achievements
Implement Whistle Blower process and
web-tool product.
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Navex web tool has been implemented.
Whistle Blower policy created, awaiting MT
approval. Rollout plan developed during
global HR conference first week of August
2013. Web version rollout will take place in
December.
Implement PeopleSoft pilot at HQ
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PeopleSoft went live as the HR tool of
record August 5th. Interface to
Ceridian(payroll software) and Deltek
(timekeeping) is complete. Employee selfservice will be rolled out for US based
Employees in December.
Migrate from Taleo to SmartSearch as
the global applicant management system
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SmartSearch went live August 1. Interface
to PeopleSoft will be complete at the end of
November.
Proprietary and Confidential
Summary Current Year’s Results
2013 Goals
2013 Achievements
Redesign the HQ, RD and MB
compensation structure and performance
appraisal approach.
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Revised performance evaluation form and
rating has been created. Working with
Andree to implement for 2014. Engaged an
executive compensation consultant to
conduct a salary survey and audit our
current compensation practices.
Implement a global approach to
succession planning
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Using the Citibank format, we have
implemented succession planning in Eurasia
and Africa. LA has been hindered by HR
turnover.
Proprietary and Confidential
Summary Current Year’s Results
2013 Goals
2013 Achievements
Evaluate space needs of FINCA
International, securing a space that
allows better working environment
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Contract signed, design layout and
construction diagrams have been
approved. Construction has been
completed within the allotted TI budget.
Proprietary and Confidential
Considerations for 2014 Goals
In formulating your key goals, please keep in mind the current institutional priorities for the
entire FINCA network (listed below for your reference). Please also consider multi-year
goals and objectives.
Financial
Resources
• Promote expansion of FINCA products and services to clients with sustainable
sources of funding by mobilizing the appropriate resources to implement this strategic
plan with sufficient timing, amounts, cost, and types of capital, as well as the financial
freedom to establish new operations and projects.
Human Resources
• FINCA has the talent, HR systems, and corporate culture at all times to effectively
manage and deploy our assets in the achievement of the mission.
Information
Services
• Trusted and timely information services that optimize internal business operations
and decision-making and also support accessible and available delivery of product
offering to clients at a lower cost.*
Marketing
• FINCA is a market-led and mission-driven business, acting on reliable and relevant
data to guide improvements and innovation in its products and services. Develop and
implement a distinct FINCA brand at the global, regional, Subsidiary and product
levels.
Proprietary and Confidential
11
Considerations for Next Year’s Goals (cont’d)
Organizational
Design
• FINCA’s organization structure is transparent and clear, ensures accountability,
effective management and organizational learning, thereby enabling the network to
protect the mission and assets, and to deliver value to our clients and other
stakeholders.
Ownership &
Governance
• FINCA International is a member controlled, non-profit corporation with a 501(c)(3)
status, which has majority of a Holding Company that owns all of FINCA
International’s Subsidiaries, and has control over its mission through a special share
class. Co-owners in the FMH are socially responsible investors, some of whom are
able to provide increased protection from political risks. FINCA’s governance
structure promotes transparency, accountability, efficient decision-making, effective
operations, controls and communications thereby enabling the network to protect the
mission and assets.
Products
• A market and mission led product offering – with a focus on a set of core products
including: credit, savings, insurance and payment services – that benefits clients and
generates profits for FINCA, which are delivered through efficient branch and nonbranch channels.
Risk Management
• Stable, timely, controlled and efficient provision of financial services to clients through
the identification, quantification, and proactive management of the full spectrum of
risks faced by FINCA.
Proprietary and Confidential
12
Summary Next Year’s Results
2014 Goals
Rationale
Implement PeopleSoft at 5 LA, and Eurasia
subsidiaries. Africa 2015 based on
connectivity issues.
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One global system of record for all FINCA
employees.
Consistent HR processes and policies
Global skills inventory for succession
planning and High Potential employees.
One approach to performance
management
Increase FDA course offerings.
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Restructure training to provide a unified
and consistent approach to training and
drive the internal FINCA brand. Deliver
two new training modules.
Work with NBD to rollout out the FINCA
brand and culture in all touch points in the
employee journey.
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Build a single global culture that supports
the FINCA mission and goals.
Attract and retain the best talent to
support growth plans.
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Proprietary and Confidential
13
Summary Next Year’s Results
2014 Goals
Rationale
Implement a global approach to succession
planning
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Increase MDP participation to build bench
strength
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Provide the safest possible work environment
for our employees.
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Current approach to succession planning
is ad hoc and will need to be structured as
more subsidiaries become regulated.
Identify high potential talent and provide
development plans to support future
growth.
The JDP program has had limited success,
however, the success has had a positive
impact.
Partial funding by HR will ensure support
buy-in at subsidiaries.
Increased crime and terrorist activities has
the potential for putting our employees at
risk. Hire a global security specialist to
work with subsidiaries in identifying and
mitigating vulnerabilities.
Proprietary and Confidential
Current HR Organization Structure
President & CEO
Rupert Scofield
COO
Andrée Simon
Vice President, Human
Resources
Jim Lemke
Director, Global Security
Chris Watson
HR Admin Manager
Britt Macko
Receptionist
Heather Albury
Administrative
Services Asst.
Shelby Booth
Director, Global
Training &
Development
Jim Lemke (Acting)
Director, Human
Resource Operations &
Services
Kasia Hutoron
Global Recruiting Manager
Olga Trusova
Sr. Payroll
Administrator
David Martinez
Manager,
Compensation &
Benefits
Claudia Palacios
HR Specialist
Vanessa Elmer
HR Assistant
Kimberly
Smithman
Regional Director – Africa
Mike Gama-Lobo
Regional Director – Eurasia
Jeff Flowers
Regional Director – Latin
America
Stefan Queck
Regional HR Director –
Africa
Esther Akafia
Regional HR Director –
Eurasia/GME
Franca Rofe
Regional HR Director –
Latin America
Carlos Cruz Carmona
Sr. Recruiter
Thomas Halleran
Africa Regional
Training Manager
Elijah Mulwa
Talent Initiatives
Manager
Julie Houser
Associate
Recruiter
Lala Benryane
Proprietary and Confidential
Subsidiary HR
Managers
Subsidiary HR
Managers
Latin America
Regional Training
Manager (Group
Leader FDA)
Sergio Alguacil
Subsidiary HR
Managers