RETAINING & MOTIVATING
EMPLOYEES
By:
Dr. Razi Azmat
Head Human Resources - HBL
6TH November 2008
Slide 1
Slide 2
WHAT IS MOTIVATION
Inner force that drives individuals to
accomplish personal and organizational
goals.
Slide 3
WHAT IS MOTIVATION
Employee’s Point of View:
– Productivity
– Paycheck
– Job Satisfaction
Slide 4
WHAT MOTIVATES EMPLOYEES TO STAY
Career growth, learning &
development
Challenging Assignments
Recognition
Inspiring leadership
Contribution that makes a
difference
Relationship with boss and co
workers
Fair pay & Benefits
Slide 5
MANAGERS ROLE IN EMPLOYEE MOTIVATION
Slide 6
TOP TEN MOTIVATORS
Appreciation, timely, often & sincerely
Take time to meet and listen to staff
Provide feedback
Encourage new ideas and initiative
Explain how employee fits into organization’s
plans
Involve employees in decisions
Provide ownership in their work
Recognize, reward, and promote based on
performance
Give chance to learn new skills
Celebrate successes!!!!
Slide 7
NEED FOR RETENTION?
Continued industry/ job growth
+ Mass exodus of baby boomers
+ Less skilled industry workers
Shortage of talent &
Increased turnover
Slide 8
RETENTION SCHEMES AT HBL
Slide 9
RETENTION SCHEMES
Celebrating Success
• Events to recognize high achievers:
• “Top Performers” celebrations
• Introduction of concepts like wall of fame, employee of the year (business unit)
• Special Local & International Projects
• Involvement as Change Agents
Team Building Initiatives
• Cross Functional & Diversified Teams – involving both experienced & new Employees
Performance-based Rewards
• Annual incentives to exceptional performer for displaying excellence
Spot Rewards
• Monetary or Non Monetary rewards.
• Given On exceptional achievements/ Projects
Fast Track Promotions
• Quicker promotions
Market Adjustments
• Structured process - Market based salary adjustments twice a year
Slide 10
THINGS WE ARE DOING
DIFFERENTLY ….
Slide 11
THINGS WE ARE DOING DIFFERENTLY
Internal Job Postings
Career Progression Plan
Mentor Mentee Program
Cultural Transformational Initiatives
Self & Professional Development through Training
Slide 12
INTERNAL JOB POSTINGS
Slide 13
INTERNAL JOB POSTINGS
Structured website to advertise positions for internal
customers
All positions are advertised internally before providing
opportunities to the external candidates
Both local & International jobs are placed to ensure
maximum utilization of our internal talent
Strong communication through
• Emails
• Employee Magazine
Slide 14
CAREER PROGRESSION
PLAN
Slide 15
Comprehensive
and cost-effective
career
development plan
Ensuring a positive
long-term
relationship of the
younger talent.
Creating motivated
& efficient
employees.
Aligning HBL’S
vision & goals with
individual’s
aspirations
Career
Progression
Plan
Achieving greater
productivity and
goodwill in HBL
Slide 16
Increasing job
satisfaction
Providing
transparent career
growth
opportunities with
a clear assessment
& later
development
CAREER LADDER – Cash Officer To Branch Manager
A strong sense of direction coupled with responsibility, boosts
motivational levels and enhances performance & productivity
5-6 Years
4-5 Years
After relevant
Rotation, Training
& experience in
3-4 Years
1-2 Years
START
Placement of Cash
Officer/Junior
Officer in the
Branch after
training
Rotation within
cash areas in a
branch for
learning and skill
development in
different areas
(e.g.. Cash
Payments, Cash
Receipts etc)
Hands on
experience in cash &
front line operations
will lead to career
development in a
specific area of
interest within the
branch (e.g.
Operation Officer,
Credit Officer,
Marketing Officer
etc.)
The growth ladder is
various branch
directly proportional
banking area’s, a
to the increase in
Cash Officer/Junior
the skills & the
Officer can grow
competencies which
into a Branch
leads to a
Manager position
managerial position
in a period of 5-6
of a certain Branch
years,
function. (eg:
accomplishing
Manager Credit,
greater
Manager Operations
responsibility and
etc.)
challenge.
Branch
Manager
Officer
Slide 17
CAREER LADDER
G
R
O
W
T
H
O
P
P
O
R
T
U
N
I
T
Y
MENTOR MENTEE PROGRAM
Slide 18
PURPOSE OF THE PROGRAM
A Mentor Mentee Relationship is about
• Developing & enhancing employee talent and abilities.
• Capitalizing the experiences of successful individuals (mentors) in
the Bank who are committed to help & develop a highly skilled, high
performing workforce.
• Wise counselling and advice of an experienced colleague can help
younger employees handle difficult situations, accelerate their
development, and avoid some of the pitfalls that can derail a career
or delay career advancement.
Slide 19
• Quarterly mentor mentee meetings are arranged
Quarterly
Meetings
• Are the Senior Executives of the Bank
Mentors
• Fresh Graduates joining the bank like MT’S, Branch banking Officers etc
Mentees
• Based on the analysis, HR takes appropriate action to resolve issues/queries &
ensures satisfaction
Analysis
Slide 20
CULTURAL
TRANSFORMATIONAL
INITIATIVES
Slide 21
CULTURAL TRANSFORMATIONAL INITIATIVES
• Frequent Town Hall
meetings
• Focus Groups
• Employee
Satisfaction Survey
• Resolving queries /
grievances to
ensure employee
satisfaction
Slide 22
• HR Helpline
launched to
encourage
employee feedback
Employee
Communication
Employee
Feedback and
Query
Resolution
HR Call Center
Maintaining
transparency in
communication
with employees
• WE published
regularly every
month with broad
coverage and
useful information
SELF & PROFESSIONAL
DEVELOPMENT THROUGH TRAINING
Slide 23
TRAINING INITIATIVES
IFC
PROJECT
Slide 24
NEW
LEARNING
VEHICLES
SOFT SKILL
TRAINING
TECHNICAL
TRAINING
IFC PROJECT
Developing a world-class training institute
equivalent to
International Standards
Slide 25
NEW LEARNING VEHICLES – For Employees
Stretched
work
roles
Cross
training
Planned
career
rotations
Slide 26
Individual
career building,
coaching and
mentoring
Subject
Matter
Experts
SOFT SKILL TRAINING
Training at
Executive
Level
Training at Middle
Management Level
Internal & External Training programs
on Customer Service, Sales,
Relationship Management skills etc
Training for Fresh Graduates & Batches
Slide 27
IESE / HARVARD / OTHER
RECOGNIZED INSTITUTIONS
LUMS / OTHER
REPUTABLE TRAINERS
INTERNAL &
EXTERNAL TRAINING
INTERNAL &
EXTERNALTRAINERS
TECHNICAL TRAINING PROGRAMS
Fresh
Graduates,
Post
Graduates
Middle
Management
Senior
Executives
Slide 28
CUSTOMIZED TRAINING
PROGRAMS - DCGARDNER
/ EURO MONEY
To keep good employees, you must
meet their needs and expectations,
and understand what keeps them
inspired.
Slide 29
THANK YOU!!!
Slide 30