Bank Positions Analysis (HR)

BANK
Second Version
Competency Based Training Needs Analysis Oct 2012 (2ND version)
Positions, Activities, and Competencies Analyses

This document summarizes analyses of various positions and their contents on asis basis followed by recommendations. It covers Microfinance, SME, Commercial Bank, and a few Head Office departments i.e. Finance and Accounting, HR Administration and Training, Marketing and Product Development and, Logistics Security and Office Administration. The very purpose of this analysis has been to identify position based competency profiles as a basis to formulate corresponding training requirements specific to each position. This analysis can however also provide basis for restructuring jobs and determining compensation equity.
Sohailuddin Alavi, DAIBP

International Consultant in Capacity Building and Organization Development (Pakistan)
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)
Table of Contents 1. 2. 3. 4. Acknowledgements Project Introduction Summary Analysis and Recommendations Microfinance Unit a. Overview b. Regional Manager c. Branch Manager d. Deputy Branch Manager e. Loan Officer Small and Medium Enterprise Financing Unit a. Overview b. Head of SME c. Sales / Production Manager d. Credit Risk Manager e. Compliance and Administration Manager f. Team Lead SME Lending g. Relationship (Loan) Officer SME Lending Commercial Banking Unit a. Overview b. Deputy Head of Commercial Banking c. Branch Operations Manager d. Deputy Branch Operations Manager e. Account Officer Finance and Accounting Department, HO a. Overview b. Chief Finance Officer c. Manager Accounting and Book Keeping d. Manager Financial Budgeting and Planning e. Manager Financial Transaction, Control and Compliance f. Assistant Manager / Officer Data Base Administration g. Assistant Manager / Officer Front Desk 4 5 10 14
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Sohailuddin Alavi, DAIBP International Consultant in Capacity Building and Institutional Development (Pakistan)
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) 56
Human Resources Administration and Training Department, HO a. Overview b. Head of Human Resources c. Senior Manager Recruitment, Induction and Training d. Manager Compensation and Employees Benefits e. Manager Career Planning, Job design, and Performance Appraisal f. Assistant Manager / Officer Employees Administration g. Assistant Manager / Officer Research h. Assistant Manager / Officer Human Resource Information System Marketing and Product Development Department, HO a. Overview b. Head of Marketing & Product Development c. Manager Product Development d. Manager Advertising and Promotion e. Manager Institutional Brand Management and Public Relations f. Assistant Manager / Officer Market Research g. Assistant Manager / Officer Marketing Information System
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10. Logistics, Security and Office Administration Department, HO a. Overview b. Department Manager c. Officer Logistics d. Officer Security e. Officer Office Administration 11. Proposed Competency Based Training Curriculum a. Framework b. Microfinance c. Small and Medium Enterprise Financing d. Commercial Bank e. Finance and Accounting f. Human Resource Administration and Training g. Marketing and Product Development h. Logistics, Security and Office Administration i. Comments on FMFB A existing training modules 12. Proposed framework: Salary Equity Framework a. Context b. Framework c. Exemplified 13. Tentative Implementation Plan
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Acknowledgement
ALAHMDOLILLAH this project is now approaching its successful and meaningful culmination. At this point in time, I earnestly feel to extend my gratitude for all those who were part of this project, directly or indirectly. Mr. Chris Underwood, CEO, has given me immense support in many ways; sharing his vision, giving timely feedback and resolving issues. Ms. Shaheen Tijani, Head of Training Academy (AKAM) has truly demonstrated AKAMs commitment to support institutional development of FMFB A by providing financial support and appreciation. Dr. Syed Ali Rawnaq, Senior Manager Training has provided to me all the possible support in liaising with various departments, soliciting their comments and especially sharing his learned insights that helped me analyze and articulate in the context of prevailing ground realities. Now I would like to personally thank all the Heads and their colleagues of various departments who patiently discussed with us their jobs, challenges and concerns and provided us with an objective data for analysis. This would not have been possible if these gentleman and ladies had not cooperated with me. I hope this document will go a long way in bringing about positive change in the work lives of the employees and of course in further augmenting FMFB A organizational capacity. Sincerely, Sohailuddin ALAVI
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Project Introduction
1. Preamble
FMFB Afghanistan was established to build better livelihoods in Afghanistan. The Imam of Ismaili Muslims and the chief patron of FMFB A says, Our duty is to try to free people from poverty. This has been the driving force behind the organization. FMFB A is a predominantly a microfinance bank with branches all over Afghanistan. It however, also has exposure in the SME as well as in the commercial banking sectors. 2. BANK Structure
The organizations core structure consists of three strategic business units, namely; Microfinance, SME and Commercial Bank. These core business (or processes) are supported by various support processes. The schematic value chain diagram of the organization elaborates the inter-relationship between core and support processes and their combined expected outcome.
Strategic Planning, Business Policy, Equity Management, Corporate Performance Monitoring, Corporate Governance, and Corporate Citizenship Finance & Accounting, Regulatory Compliance, Internal Audit, Risk Management and Operations Management Performance Indicators: Financial Rating Profit Growth and Risks Mitigated Loans Portfolio Growth and Performance Regulatory Compliance Market Penetration and Competitiveness
Support Structure
Corporate Structure
Operations Structure
Micro Finance
SME Financing
Commercial Bank
Marketing & Research, Information Technology, Organization Systems & Methods, HRM, Logistics and Administration
Social Impact
Three pronged structure is being envisaged the corporate, operations and support. Focus (specialization); integration; decentralized control; empowerment; and, synergy are the fundamental pillars of this structure. As the schematic diagram depicts, the corporate structure focuses on strategic and policy interventions that aim at continually maintaining harmony between the banks strategic directions and the changing external permeable environment to ensure consistent and constructive bank performance and position. The operations structure focuses on effective operations. The operations structure is split into three sub functions namely; microfinance, small enterprise financing and commercial bank as SBUs. This is being proposed to instill increased focus and accountability. The support structure focuses on multidimensional internal support services such as marketing and research, information technology, organization systems and methods, HRM and last but not the least administration. These functions are considered essential for maintaining dynamism and validity of the banks performance on various fronts.
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3.
Project Objectives and Scope
The CEO presented his vision for upgrading the human resource quality of the bank in a meeting with Director AIBF and International Training Adviser. He emphasized upon the need for instilling higher level of professionalism, integrity, job related competence, ownership for results and last but not the least, employees development along their career paths as strategic objectives for achieving greater organizational competitiveness and sustainability, and employee performance and retention. In addition to the above, he also felt the need for cross functional positions benchmarking primarily as an objective basis for establishing compensation equity. Subsequently, it was agreed upon that the project will focus on the followings: i. ii. iii. iv. v. 4. Mapping of generalized role perceptions and tasks at various core positions Identification of realistic roles and tasks for each core position along the value chain Gap analysis on as-is basis Charting of position specific competencies Preparation of competency specific training curricula for each position Sponsors
This project is sponsored by AKAM Training Academy.
5.
Disclaimer
The analysis presented in this document is based on the information obtained through interviews, group discussions and focused deliberations with the CEO. The recommendations are strictly articulated in the back drop of the information obtained and analysis made thereof. The information contained in this document is confidential and meant for the management of FMFB A only.
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*SBU (Strategic Business Unit)
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Terms of Reference
To: From: Dated:
Mr. Chris Underwood, CEO, FMFB Afghanistan Sohailuddin ALAVI, April 8, 2012
Subject: Proposal for Competency Analysis, Profiling and Benchmarking.

6. Background
The CEO presented his vision for upgrading the human resource quality of the bank. He emphasized upon the need for instilling higher level of professionalism, integrity, job related competence, ownership for results, employee development along their career paths, and last but not the least compensation equity across the positions as strategic objectives for achieving greater organizational competitiveness and sustainability, and employee performance and retention. In the first phase competency analysis and profiling of the core positions in the Microfinance group was completed followed by recommendations on a structured position based curriculum were developed by the undersigned. The Management is now desirous to complete the similar intervention in other business groups i.e. Commercial Bank, SMEs, and at the Corporate Office. Furthermore, the management also desires to develop competency based benchmarks across the positions for establishing compensation equity. 7. Proposal Summary
I feel pleasure in putting forth this proposal for replication of the intervention, which has been successfully completed for the Microfinance group, in Commercial Banking Group, SME Group, and Corporate Offices. The envisaged deliverables and scope of work are appended: 2.1 Deliverables 2.1.1 Gap analysis of each core position, as would be agreed by the CEO. This shall include mapping of the actual tasks performed at each position and their critical review in the context of overall working (value chain) of the respective group. Position based competencies for each core position. The competencies shall generally clustered into three categories, namely; Perspective (mental outlook), technical (including managerial, administrative and operational skills), and Interpersonal (this includes social skills, teamwork, time management, etc.) Recommended position based training curriculum. The curriculum will be based on position specific competency requirements. The trainings will be clustered into four categories, namely; management skills that focus on managing from external perspective such as strategic thinking and analysis, business planning etc., business process skills that focus on operational engagements such as loan processing and administration, compliance, products etc. organizational skills primarily focus on managing people and organization from internal perspective and professional skills focus on personal development of the employees such as understanding FMFB vision and values, building integrity, etc.
2.1.2
2.1.3
2.1.4
Quantitative benchmarks for compensation equity across the positions. Competency based benchmarks will be developed to assign objective weightages to each position, which in turn will provide basis to determine its fair financial value both in relation to its productivity quotient and also vis--vis other positions.
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2.2 Methodology
Here let me explain the strategies and tools that I would like use in this proposed intervention. The appended grid presents envisaged activities and the respective strategy. Deliverables Position Gap Analysis - Commercial Bank - SME Corporate Office Activities Construct conceptual value chain and/or holistic business process. Strategy Document business vision, goals and business process by interviewing the head of respective business head. Prepare draft document for discussion with the respective business head and CEO List tasks performed on as-is basis by 4 persons representing each position. Review and analyze the as-is tasks in the context of value chain and respective job descriptions. Interview four persons at each position randomly On site. Locus On site.
Compare actual tasks reported with standard job descriptions to identify gaps / disorientations Judge validity of tasks reported in the context of value chain and/or business process.
Off site.
Redefine tasks for each position vis--vis value chain
Prepare a draft on revised task profile for each position
Off site.
Focus Group Discussion
Present gap analysis of tasks profiles on as-is basis Present the revised task profile for each core position Finalize the two documents
On site.
Position based competencies analysis for each core position Recommended position based training curriculum
Do competency analysis
Identify relevant training curriculum for each position
Develop recommendations on target competencies for each position on the basis of updated task profiles. Develop recommendations on training modules for each position, relevant to the updated competencies. Discuss the recommendations on target competencies and training modules with the CEO and respective business head.
Off site.
Off site.
Finalize competency profiles and training curriculum and submission of report.
Meeting / discussions with CEO and respective business heads.
On site.
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Provide final report on analysis and recommendations for each business group, separately.
Quantitative benchmarks for compensation equity across the positions.
Prepare recommendations on a framework for developing task/competency based standard weightage for each position across the business group.
Develop conceptual model
Off site.
Discuss its potential challenges in applying the model Make necessary changes in the model to mitigate challenges
On site.
On site.
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Summary Analysis and Recommendations

We append our summarized observations and recommendations in respect of the immediate work environment particularly with reference to role clarity, responsibilities and tasks distribution at various positions across the organization. 1. Methodology
The analysis was done primarily by interviewing select individuals at various core positions. By looking at the tasks reported by the respondents draft position profiles were developed. The same were then presented for validation to a focus group consisting of select FMFB executives. Simultaneously value-chains for the overall all organization and for each SBU were articulated independent of the validated as-is position profiles. Key-result-areas [KRAs) and key-performance-indicators [KRAs] were also developed for each position. Subsequently, the tasks reported by the individuals were analyzed against the KRAs and KPIs to identify the gaps. This was done separately for each position. Finally, a comprehensive competencybased-training-curriculum was formulated. Lastly, FMFB A existing training modules were reviewed to highlight the gaps in their contents vis--vis the newly developed competency based training curriculum. 2. Observations
Several interesting findings were made and discussed with the CEO. The findings were however not shared / disseminated to other stakeholders in the company to avoid any possible chaos. While detailed findings are discussed separately in each departmental review, a summary of the same is briefly presented below: a. FMFB A is relatively an emerging organization in the group. Its growth has been phenomenal over the last decade. The company grew horizontally as well as vertically. While the company was adding new businesses, systems harmonization was missed out consequently multiple titles are now being used for all the more similar positions in different parts of the company. It is interesting to note here that a system of cadres does exist in parallel to these positions but is not well harmonized in the system. FMFB A over a period of time has evolved into a typical administrative orientation, which it perhaps owes to the founding employees coming from typical administrative environments. Subsequently, administrative behaviors have prevailed over professionalism, which hitherto has grossly displaced focus from business processes to internal competition for controlling people and resources, results have been eclipsed by mere activities, positions and titles have become more a sign of status and authority rather than of responsibility and accountability and last but not the least individuals discretion prevails over business policies and processes. We observed wide variation in positions classification across the organization. For instances, i n one department the titles are Head of the Department, Manager, Deputy Manager. While in another department the in-charge is titled as Manager and the subordinate staff is titled as Assistant Managers, though the relative scopes of responsibilities are all the more similar in two departments.
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In our opinion this ad hoc system has led to many challenges. To name a few, no standardization of positions is possible in the given situation, it is difficult to establish compensation equity across the similar positions, and last but not the least career paths are distorted. d. We also noticed that in a scenario dual title hence virtual positions are superficially maintained. However, single incumbent occupy both positions with much unclear distinction of roles and responsibilities. In short we see no productive rationale to maintain this scenario. We have basis to say that there were wide gaps in the role perception of different persons operating at the same positions. For instance, Branch Manager, Loan Officers, etc. We observed that almost at all positions the focus has been dominantly operational with introvert orientation. Put it simply, almost all of the individuals showed their engagement in operational activities without the attention to planning and/or ownership of outcomes [results]. We observed especially in the field formations the team members in general were incognizant of their strategic, managerial and development roles, respectively. We observed that individuals were performing duplicate tasks which were leading to two major problems: dysfunctional internal competition and ignorance of many rather critical managerial and strategic tasks. We have basis to say that these two problems were de-synergizing organizational productivity. While reviewing the in-house training modules, we observed that these are generalized and dominantly focused on operational aspects of the business. Some departments and/or units are practically operating as a single position function. The subordinate staff by and large has no explicit responsibilities but to assist the in-charge. This has largely constrained emergence of structure and system as it fostered ad hocism and personified work culture. Lastly, we feel that the problems cited above were primarily rooted in the overly administrative hierarchy and work culture; inadequately developed job profiles; trainings curriculum is too generalized inadequate to develop job specific competencies; absence of career paths; and, last but not the least lack of ownership for results probably emanating from absence of position specific and measurable key result areas and key performance indicators for individuals and insufficient management information system on business results. Recommendations
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The analysis and findings were thoroughly discussed and deliberated with the CEO all along the way. Based on mutual understanding and agreement, we made following recommendations: a. Although emergence of multi positions is very obvious and rather natural, it is about time to standardize the positions along some companywide standard cadres. The advantages would surely exceed the cost. In the first place, this will provide objective basis for determining compensation equity* and help reduce employees dissatisfaction. Secondly it will provide informed basis for planning job rotations within and across the functions. Thirdly, it will help prepare realistic career paths and development rosters for the
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incumbents. Last but not the least, it will improve the achievement motivation as the incumbents can relate their promotion from one cadre to another with their achievement aspirations. b. Global Positions, Roles and Competencies: The positions have been carefully clustered into three distinct cadres, namely; Managerial, Operational and Functional. The cadres will help distinguish roles, establish responsibilities, identify position locus on the hierarchy, and last but not the least provide basis for harmonizing positions across the organization which will enable cross functional positions benchmarking. In order to establish an objective basis for the task it is recommended that positions across the functions are standardized as follows: Cadres Titles Key Responsibility Areas Roles Managerial Business Head / Deputy Business Head In-charge of a Strategic Business Unit Business strategy & policy, Operations management, and Performance management Management skills Operational skills Organizational skills Professional skills Operational Senior Manager / Manager In-charge of core process(es) Operations, Supervisory (optional) Operational skills Organizational skills Professional skills Functional Deputy / Assistant Manager, and Officer In-charge of support process(es) Performance / execution of routine tasks Operational skills Basic organizational skills Professional skills
Critical competency areas
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Afghan financial sector in particular and business environment in general is becoming highly competitive and posing humongous challenges. FMFB A in particular and all financial institutions in general must demonstrate responsiveness to the market dynamics to sustain competition and to beat the challenges. We have basis to say that transforming the work force and internal systems from administrative orientation to professionalism is the most urgent matter on the table. We believe elimination of virtual positions and tiles are justified in the context of improving institutional harmony and incumbents focus and accountability. Hence we suggest that the management should consider eliminating virtual positions that may exist across the organization. The analysis so made has objectively identified generalized competencies for different core positions across the organization. It is now imperative to conduct individual employee assessments to assess their personal competency inventories on as-is basis and to measure the degree of proficiency for each competence. This will allow identifying the competency gaps at individuals level and to plan the required trainings. The analysis reveals that employees generally focus on operational tasks and there is general lack of ownership for results. Thus it is imperative to revisit the existing job profiles to include position specific key-result-areas and key-performance-indicators. We have basis to say that this would enrich and enlarge employees engagement and performance at each position. The competency based proposed curriculum has focus on Management Skills; Business Process Skills; Organizational Skills; and, Professional Skills. While the current curriculum has focus on operational
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(Business process) trainings alone. We feel there is a need to develop training modules covering all the four dimensions. h. This analysis provides an objective basis and template for benchmarking different positions vis--vis cross functional competency requirements and establishing financial and status equity across the positions. It is about time to instill explicit structures and system in each and every function (department / SBU) to avoid potentials for ad-hocism and personification. Lastly, as mentioned in the analysis that positions have some degree of duplication we believe that if the management deem fit it should consider redefining the positions along the business lines with a higher degree of empowerment and job control at each position. Also the management should consider identifying career paths within each business stream and cross functionally. We believe this will improve individuals ownership for results, accountability and sense of accomplishment.
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Strategic Business Unit I
Microfinance
This chapter presents analysis in respect of critical positions of the Microfinance Business line. Subsequently, recommendations on revised roles, competencies and training needs are articulated for each position. The analysis was done for four core positions, namely; Regional Manager, Branch Manager, Deputy Branch Manager, and Loan Officer. Positions analysis follows: 1. l. Brief Analysis
We have basis to say that there were wide gaps in the role perception of different persons operating at the same positions. For instance, across MF Branch Managers, Loan Officers, etc. We observed that almost at all positions the focus has been dominantly operational with introvert orientation. Put it simply, almost all of the individuals showed their engagement in operational activities without the attention to planning and/or ownership of outcomes [results]. Furthermore, the Regional manager, branch manager, deputy branch manager and loan officer in general were incognizant of their strategic, managerial and development roles, respectively.
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iii. We observed that Regional Managers, Branch Managers are typically performing similar tasks. Similarly the deputy branch managers given task list was found no different than of a loan officer. This situation in our opinion is leading to two major problems: dysfunctional internal competition and ignorance of many rather critical managerial and strategic tasks. We have basis to say that these two problems were de-synergizing organizational productivity. 2. Recommendations
i. Suggestive Value Chain of MF Operations*

Strategic integration, planning, and policy environment Performance Indicators: MF Process I Prospecting and selling MF credits, Proposal development, Customer relations management MF Process II MF Credit Risk Assessment, Regulatory & policy compliance, and delinquency management MF Process III MF Credit Underwriting, Due diligence, Tracking Recoveries, Aging & classification Continually expanding MF portfolio, and increasing customer base Improving MF portfolio quality, increasing yield, and containing risk Adhere to international standards; and achieve total regulatory and policy compliance
Strategic Process
Core Processes
Support Processes
MIS: DAB and Internal Reporting Social Impact Analysis
*This value chain reflects front end processes only
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ii. The analysis reveals that employees generally focus on operational tasks and there is general lack of ownership for results. Thus it is imperative to revisit the existing job profiles to include position specific keyresult-areas and key-performance-indicators. We have basis to say that this would enrich and enlarge employees engagement and performance at each position. iii. The analysis suggests that positions have some degree of duplication. Thus we believe that if the management deem fit it should consider redefining the positions along the business lines with a higher degree of empowerment and job control at each position. Also the management should consider identifying career paths within each business stream and cross functionally. We believe this will improve individuals ownership for results, accountability and sense of accomplishment. iv. Competencies for various positions are identified under managerial, business, organizational and professional dimensions. This provides basis for building training curriculum and plans. Detailed analyses, corresponding competencies and recommended trainings follow.
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FMFB A Microfinance Positions Analysis (Regional Manager) Position Preview: Regional manager is a management position .The incumbent at this position expected to demonstrate performance in the following areas, namely; 1. Entrepreneurial (Managerial) a. Corporate Governance b. Represent corporate management in the field (region) c. Set directions, facilitate actions and supervise performance d. Coordinate between various branches in the region e. Scanning and analysis of regional market dynamics and competition drivers in vogue f. Mobilize / allocate organizational resources g. Trouble shoot: Disturbance handling Informational a. Spokesperson To effectively represent FMFB in the region, build positive public relations in the immediate external environment b. Disseminator To scan information from the immediate external environment and communicate to the branches c. Social mobilizing To mobilize the public at large and potential customers in particular in the immediate external environment d. Build and strengthen institutional networks Interpersonal a. Provide leadership in the region b. Be a Catalyst for institutional development and change
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Performance of Regional managers must result in increased profits of the region, improved competitiveness reflected in increased market share, clearly differentiated superior brand perception, improved customer confidence, improved public image and last but not the least improved relations with outsiders in the vicinity while conforming to the legal and policy environment in vogue. In the appended grid, as-is work profile of individuals currently working as Regional Managers is analyzed in the context of above noted position description. Following the analysis, need to learn newer competencies by individuals working as regional managers are being carefully articulated. The as-is work profile has been developed on the basis of primary data collected by interviewing one regional manager available at the Head Offices using a structured questionnaire. However, on the basis of our subsequent discussions with the executives at Head Offices we have basis to believe that the Regional Managers Position across the company is by and large unstructured. Thus we have basis to assume that in the prevailing scenario actual performance of regional managers varies from individual to individual depending upon their unique perspective and competencies. In nutshell no standardization of performance at this level can be predicted in the given scenario.
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Reported Job Activities Management Activities None reported Operational Activities Overseeing Branch Managers in the following areas Operations, and Compliance Delinquencies Monitoring branch/personnel targets, however, no involvement in targeted setting Supervisory Activities Employee supervision Seconding appraisal reports
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Analysis The primary functions performed by the regional managers are in fact duplication of managers or deputy managers tasks. Hence it is difficult to say that any additional value is created in the value chain. It is also apparent that the regional managers by-pass branch managers while interacting with staff. This can lead to chaos and dilution of branch managers position vis-vis other staff members. In the prevailing scenario, regional managers play no role in improving profits, brand perception, market share, etc. save few who do it on their personal initiative. Rather their entire focus remains on counter checking what branch managers or deputy managers do. This is quite different from supervision per se. Major contributing factors in this regard, as we can cite, could be lack of position clarity, distorted perception of management process, operational outlook, lack of specific performance indicators, and ineffective performance appraisal framework. Complacency and motivation for learning and change and administrative culture could be secondary factors as well. Competencies Managerial - Strategic business planning - Business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational - Lending laws, regulations and practices in Afghanistan - Market competition / performance analysis - Product development marketing mix and branding strategies - Loans / Investment portfolio strategies analysis - Risk appetite analysis - Internal controls and compliance framework - Regulations and Corporate policies - Pre sanction loan proposals review (Jointly in the credit committee) - Operations management and coordination - Business development - Problem loan management Organizational - Goal setting - Organization - Coordination - Decision making - Problem solving - Negotiating - Team building and bonding - Training and Development Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Time management Impression management Business networking Assertiveness Communication Business research and report writing
FMFB A Microfinance Positions Analysis (Branch Manager) Position Preview: Branch manager is an operations position. The incumbent is expected to demonstrate performance in the following areas, namely; Achieve higher profits, conduct profitable business development, build and enrich customer relationships, service quality assurance, improve employees and process efficacies, ensure total compliance with regulations, company-policies and corporate-values, network with outsiders such as Govt. Agencies, and to liaise with superior offices and coordinate with other branches. Performance of managers must result in increased profits, reduced cost of doing business, improved customer confidence, better employee performance and last but not the least improved relations with outsiders in the vicinity while conforming to the legal and policy environment in vogue. In the appended grid, as-is work profile of the incumbent is analyzed / enlarged in the context of above noted position review. Following the analysis, required competencies are being carefully articulated. The as-is work profile has been developed on the basis of interviewing randomly selected individuals working at this position. Reported Job Activities Operational Activities Administrative - Branch Supervision - Assigning tasks - Cash Budgeting - Internal controls and risk management - Periodic reporting - Ensuring compliance Operational Activities - Credit/ Business Development - Portfolio Development - Clients relation ( Meeting) - Loan portfolio supervision - Loan classification/ Analysis ( Past due / Aging) - Leading loan committee meeting Supervisory Activities - Employee performance Supervision - Employee Development and Analysis 1. The existing work scenario is dominantly action driven with focus on internal activities. Consequently, there is a lack of cognizance of responsibilities; ownership of outcomes (results) and proactive approach towards business development, customer relations and employee handling. 2. Difference in managers and others job is of authority, while both focus on operational tasks. Therefore we have basis to say that consequently managers fail to perform high value management tasks per-se that are necessary to synergize the work productivity at the operational level. For example, creating enabling environment for the subordinates to executive their jobs even better. Competencies Managerial - Mostly non-critical for this position Operational - Lending laws, regulations and practices in Afghanistan - Internal control and risk mitigation processes - Credit / Investment analysis and administration process - Business Development - Operational efficacy and cost control - MF products and process knowledge - Selling and CRM process - Individual vs. group lending process - Typical loan transaction cycle - Construction and analysis of business (financial) data - Problem loan management
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Training Employee performance appraisal and reinforcement
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Instead, the managers remain bogged down with operational activities, which lead to duplication of work and also root dysfunctional competition between managers and subordinates which further decrease the synergy potentials. 3. Major contributing factors in this regard, as we can cite, could be lack of position clarity, distorted perception of management process, excessive operational orientation, lack of specific performance indicators, and ineffective performance appraisal framework. Besides, excessive focus on quantitative aspects of targets can obscure vision. Complacency and motivation for learning and change and administrative culture could be secondary factors as well. 4. It is earnestly recommended that the branch manager should operational tasks to the Deputy Branch Manager and increase his or her focus on the following new tasks: Prospecting, Managing Customer Relations and Building Networks - Business development - Prospect new customer and assign them to loan officer for processing - Focus on customers business relationship with bank and , their profitability - Look for opportunity for cross selling and enriching the relationships for greater profitability - Build business networks in the territory and use it for capturing critical customer information and anticipating opportunities and/or challenges Organization Skills - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Customer profitability analysis: - Assess customer profitability on periodic basis - Establish independent communication with customers - Resolve customer problems / grievances that could lead to delinquency Facilitating Sales Team: - Assign, facilitate and monitor sales targets to field functionaries - Ensure standards, turnaround-time, and attention to details in loan processing by the sales team - Provide lead / references to the team - Coach and train the team
FMFB A Microfinance Positions Analysis (Deputy Branch Manager) Position Preview: Deputy Branch Manager is a functional position. The incumbent at this position is expected to demonstrate performance in the following areas, namely: operational efficiency; robust internal controls; compliance to regulations, policies and procedures; supervision of routine bra nch transactions and loan officers activities; and last but not the least, efficient management information system. Performance of deputy managers must result in cost efficient branch operations, improved operational discipline, improved employee performance supervision, while conforming to the legal and policy environment in vogue ultimately resulting in increased profits. In the appended grid, as-is work profile of the incumbent is analyzed / enlarged in the context of above noted position review. Following the analysis, required competencies are being carefully articulated. The as-is work profile has been developed on the basis of interviewing randomly selected individuals working at this position. Reported Job Activities Operational Activities Administrative - Preparing Reports on period bases - Ensuring compliance - Internal controls and risk management Operational Activities Credit / Business Development - Customer proposal review - Loan document review Analysis 1. This position appears to be a hybrid of a branch managers position. At one point the person as Deputy Branch Manager performs the tasks of a Branch Manager and at the same time s/he performs loan officers tasks. When discussed with seniors, we felt that the organization is quite much aware of this situation and has rather compromised with it. They Competencies Managerial - Not relevant at this position Operational - Laws, regulations and practices in Afghanistan - Operational efficacy - MF products and process knowledge - Selling and customer relations - Individual vs. group lending process
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On site business reviews (Clients Monitoring) Past due loans follow up Participate in loan committee meeting Portfolio development
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) consider it as a transitory position manager in making. 1. Major contributing factors in this regard, as we can cite, could be unstructured job itself, comfort zone as these people might enjoy doing a lower position tasks with ease because of so much time spent at loan officers position and sometimes because of inability to delegate the tasks effectively. 2. Moreover, replicating part of managers job provides authority especially over people. Irrespective of the fact that whether the individual is intrinsically empowered to make use of authority in constructive manner and can make good decisions rather than just controlling people not their performances. 3. While the deputy manager essentially ensure operational efficacy, to further augment the value addition at this position we feel that s/he should focus on the followings: Quality Assurance and Due Diligence: - Educate loan officers on regulations, company policies and best practices - Guide loan officers in preparing the loan applications and proposals in conformity with the regulations, bank policy and best practices - Review loan applications and proposals for quality assurance i.e. to check the reliability and validity of the information and recommendations therein - Meet with customers for second level verifications, if deemed necessary - Give feedback on improving, if needed Typical loan transaction cycle Construction and analysis of business (financial) data Problem loan management
Supervisory Activities - Loan officer supervision - Loan officer work planning and scheduling - Monitoring and assessment of loan officers target - Disseminating the loan policies to loan officers
Organizational - Coordination - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Coaching and Mentoring the Loan Officers on - Prospecting and selling process - Regulations and Policies - Products and Processes - Evaluate performance and further development.
FMFB A Microfinance Positions Analysis (Loan Officer) Position Preview: Loan officer is a functional position. The incumbent is expected to demonstrate performance in the following areas, namely: Prospecting borrowers and selling loans, borrower assessment and loan processing, customer service and relations, loan tracking and recovery. All that loan officer performs must result in increased customer outreach, quality loan portfolio development, profitable customer relations, and efficient loan recovery, while conforming to the legal and policy environment in vogue ultimately resulting in increased profits. In the appended grid, as-is work profile of the incumbent is analyzed / enlarged in the context of above noted position review. Following the analysis, required competencies are being carefully articulated. The as-is work profile has been developed on the basis of interviewing randomly selected individuals working at this position. Reported Job Activities Operational Activities Credit / Business Development - Interviewing the clients - Checking the title deeds - Ensuring the proper usage of the loan as per the loan request - Prospecting and Selling - Preparing the loan files - Appraising the client and guarantors - Recovery of past dues - Ensuring policy conformity - Evaluating repayment capacity - Clients retention - Client education - Loan documentation - Coordinating account - Loan disbursement - Recovery of loan installment - Reporting anomalies in portfolio Analysis 1. The loan officers in general appear to be engaged in loan processing and administration. Though these are critical aspects of their job, however, we feel that there is an urgent need for the loan officers to attend to selling, promotion and customer relations on priority without any compromise on other activities. 2. In this regard, we propose following additional tasks: Selling, Customer Service and Relations - Proactively reach out to potential borrowers - Initiate sales discussion o Uncover customers borrowing needs and expectations o Uncover customers challenges and concerns o Collect necessary customer data o Establish customers basic Competencies Managerial - Not relevant at this position Operational - Lending laws, regulations and practices in Afghanistan - MF products and process knowledge - Selling and customer service - Individual vs. group lending - Typical loan transaction cycle - Construction and analysis of business (financial) data - Problem loan management Organizational - Coordination - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) eligibility to borrow o Conduct preliminary negotiations o Assist customer fill the FMFB loan application and provide necessary documents / data - Promote FMFB lending and allied products - Broaden business activity by cross selling other products, focusing on their emerging financial needs and expectations - Build business relations beyond loan relationship with existing borrowers - Time management - Communication - Business writing
End of analysis (microfinance unit)
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Strategic Business Unit II
Small and Medium Enterprise Financing

1. Introduction
FMFB SME operations focus on financing small and medium sized business enterprises on commercial terms. The core SME team operates from the FMFB Corporate Office. SME customers are accessed through a desk at microfinance branches across the provinces. The SME operations are managed by a Core Team that comprises of Sales/Production Manager, Credit Risk Manager and Compliance, Administration and Delinquency Manager. Field functionaries Team Leader, Senior Loan Officer, and Loan Officer work under the direct administrative control of the Sales/Production manager. However, for the coordination convenience and to provide necessary support these functionaries have communication lines directly with other managers. The SME operations has four inter-linked functions, namely; Marketing and product development, Loan processing, Customer relationship management, and Administration & MIS. The guiding principle for SME operations is Four Eyes, which means loan decisions are always made by two or more persons. The sales and production manager along with field functionaries are responsible to process customers loan requests, conduct preliminary eligibility reviews, obtain all the relevant information/documents and do the analysis as per FMFB standard format, make sure that the information and documents are complete and as per regulations and company policy. Subsequently, upon approval of the loan by the credit committee the sales team would then conduct physical verifications of the collateral, prepare loan documentation, coordinate with branches for loan disbursement, and last but not the least monitor and recover the loan. In addition, if the loan becomes delinquent at any future date, work with the relevant manager to salvage the loan. 2. i. Brief Analysis
Our initial conclusion is that the department is working as an inverted pyramid. Much of the tasks are performed at the Relationship (loan) officers position by a single person while the team lead and three managers seem to merely counter check the data/documents prima fascia. This practice is inhibiting real value addition at the second and third tiers and leading to duplication of work and reduced individual ownership. Secondly, the incumbents at the Relationship (loan) officers position do not seem to go through a structured capacity building process although they are expected to do selling; business and credit analysis; loan structuring; customer relationship management; loan monitoring; and, delinquency management to an extent. In short what they learn on the job and by the chance is what they do atypical thumb-rule syndrome.
ii.
iii. Thirdly, the sales team in particular does not seem to realize the need for prospecting customers rather proactively by the extent they should. The team seems complacent with voluntary customers who come in either by themselves or through the reference of other customers. In our opinion this could be detrimental in the competitive future scenario. This is because, they dont think from portfolio growth and profit angles. Instead they consider risk aversion being single factor for profitability, although it is one of the important factors but not the only.
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iv. Credit risk managers responsibility is relatively narrower. He is expected to review the loan proposals from the regulatory and policy compliance angles and assess credit risk. Again, I have basis to say that the scope of credit risk analysis is more quantitative rather than qualitative and have focus on sort of thumb-rule standards. Subsequently, the conclusions and recommendations are bound to be stereo type and lack reliability. v. The compliance, delinquency and administration manager for all the left over tasks. Although it is his responsibility to perform compliance check, it is done by the credit risk manager. Consequently, for this manager the compliance is only to ensure that the loan underwriting is done in verbatim as per the loan approval memo prior to disbursement. While understandably the credit risk manager should have more technical and in-depth understanding of a particular loans risk dynamics for he had analyzed the same for credit risk at the onset, compliance manager with relatively much little technical understanding of the particular loan happens to deal when it becomes delinquent.
vi. In short, all the managers and the functionaries seem to be working from the operational perspective with little focus on managing the outcomes (results) loan portfolio yield, loan portfolio quality, market share, customer solutions, etc. 3. i. Broad Recommendations
Suggestive value chain, SME Operations

Strategic integration, planning, and policy environment Performance Indicators: SME Process I SME Credit Production, Sales, Customer relations,disbu rsement &management SME Process II SME Credit Risk Assessment, Regulatory& policy compliance, and delinquency management SME Process III SME Credit Underwriting, Due diligence, Tracking Recoveries, Aging & classification Continually expanding SME portfolio, and increasing customer base Improving SME portfolio quality, increasing yield, and containing risk Adhere to international standards; and, achieve total regulatory and policy compliance
Strategic Process
Core Processes
Support Processes
Pipeline Analysis: Credit Application Tracking MIS: DAB and Internal Reporting
ii.
It is imperative that the work of Relationship (loan) officers is adequately complimented by the team leads and managers, respectively. One way of doing this could be through redefining and enlarging the scope of work of the team leads and managers so that value addition could be ensured at each stage, instead of simple counter checking of the work done by the Relationship (loan) officer.
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iii. The Relationship (loan) officers should essentially be developed as generalists building diverse skills commensurate with their work responsibilities. We also feel that it would be advantageous if at certain point in time the Relationship (loan) officers are moved to other functions to gain hands-on understanding. This will improve their performance in the field and strengthen their career development. iv. The sales team in particular needs to be encouraged to perform proactively towards portfolio growth and profitability in order to maintain FMFB competitiveness, market share and profits. In our opinion, this can be successfully accomplished by clearly emphasizing upon these critical behaviors in the Key Performance Areas and Key Result Indicators of the incumbents job descriptions. Moreover, appropriate weightage should be given to these behaviors in the incentive plan already in place. Furthermore, even more structured Marketing and Sales function with clearly distinguished roles, responsibilities and targets of the Sales Manager, Team Leads and Relationship (loan) officers surely merits consideration. v. The position of Credit Risk Manager is one of the critical links on the SME value chain. First of all, we feel that value addition at this stage can be further enriched if more structured risk assessment criteria with the addition of qualitative dimensions are put in place. Secondly, in our opinion delinquency management function merits relocation under this position. However, the Relationship (loan) officers may continue to do the same on-site.
vi. The position of Compliance, Administration and Delinquency Manager is a bit grey. In our opinion, the incumbent should have more focused responsibilities and result areas. Such as, the incumbent should not just review the loan documentation done by the Relationship (loan) officer, prima fascia, but should have active role in ensuring that the borrower has understood the his or her obligations under the loan arrangement and the repercussions of signing the documents and/or subsequently defaulting; that the documents are valid as per the law in force and shall be acceptable to the court; that banks interest is fully secured; that the disbursements are done in the due course and as per good practice; and, last but not the least, monitor the loan relationship from all the four angles in conjunction with the relationship (loan) officers / team leads. vii. Finally, we suggest that the present hierarchy needs some explicit reporting relationships. Considering the multi-faceted function of Relationship (loan) officers and Team Leads it is imperative that the incumbents at these positions are considered as a virtual group with dotted reporting relationships with all the managers. However, for administrative purpose they may continue to report to the Sales and Production Manager. Detailed analyses, corresponding competencies and recommended trainings follow.
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FMFB SME Positions Analysis (SME Group Head) Position Preview: Group head of SME loans is a management position. Its core function is to manage growth, profitability and risk of the SME business as a whole segment. The incumbent at this position is expected to achieve the followings: market penetration, larger and loyal customer base, secure, growing and profitable SME loans portfolio, team productivity management, and last but not the least market reputation. Indicative Key Responsibility Areas: Strategic surveillance and business planning Market positioning and branding Portfolio management: integrating profitability, liquidity, risk and dispersal Business policies and administration Coordination and operations tracking (pipeline analysis) Proposed Job Activities* Strategic Surveillance and business and Planning: - Monitor permeable business environment: political, economic, social and technological - Develop, implement and monitor long term and short term business directions (visions), plans and policies - Ensure compliance with corporate governance regulations and social responsibility Market Positioning - Watch forces of competition - Develop SME marketing objectives and strategies - Develop marketing action plans Portfolio Management - Portfolio structuring - Liquidity planning and monitoring - Establishing and monitoring risk appetite - Establishing loan performance benchmarks - Establish guidelines for preventive loan management - Establish guidelines for handling delinquent loans Business Policies and Administration - Define business and operation policy guidelines - Establish operating procedures and work standards - Communicate and implement Corporate Policies such as Human Resources, Procurement, etc. - Establish and implement robust internal controls - Monitor, assess and report groups performance to the CEO - Manage and develop high performing work force: Performance planning, employee development and empowerment, performance reviews and appraisals, etc. - Foster business culture in the letter and spirit Competencies Managerial - Strategic SME business planning - SME business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational: - Lending laws, regulations and practices in Afghanistan - Market competition / performance analysis - Product development marketing mix and branding strategies - Loans / Investment portfolio strategies analysis - Risk appetite analysis - Internal controls and compliance framework - Regulations and Corporate policies - Pre sanction loan proposals review (Jointly in the credit committee) - Operations management and coordination - Business development - Problem loan management Organizational: - Goal setting - Coordination - Decision making - Problem solving - Negotiating - Team building and bonding - Training and Development Professional: - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Logic, analytical and out of box thinking Time management Impression management Business networking Assertiveness Communication Business research and report writing
- Management of overall discipline across the group Coordination and operations management - Analyze pipeline for making sure that loan appraisals are tracked in a timely manner in order to make decision on the loan cases. - Make sure that loans are processed and appraisal processing time is reduced to minimum. - Ensuring post loan disbursement monitoring visits are followed up on time by loan officers. - Maintain close relationship with ACSP for loan verification/loan assessment.
*The position of Head SME is vacant. Hence actual work profile is not available to analyze. The above work profile is an indicative one presented by the consultant for consideration. The premise of this indicative profile is that Head is primarily responsible for the management of the business. S/he has no direct role in the operational activities. Rather, s/he is responsible for setting the directions and enabling work environment where operations team can effectively work rather synergistically.
FMFB SME Positions Analysis (Sales / Production Manager) Position Preview: Sales/Production Manager is an operations position. The incumbents performance at this position is reflected in exploring newer markets; providing reliable feedback to Marketing department for the development of new products; expanding sustainable customer base; and, last but not the least, managing existing customer relationships profitably while conforming to the legal and policy environment in vogue. Indicative Key Responsibility Areas: Do feasibilities for the target markets Periodically do customer-profitability analysis of existing customers Enabling sales team to continually prospect new customers (loans) Communicate with existing and potential customers to understand their emerging needs, expectations and challenges Represent sales team by owning and presenting loan proposals in the Credit Committee Analysis 1. The incumbent in the present scenario is acting as a front line supervisor of the sales team. He seems concentrating more on the counter checking of loan applications in addition to the team leads. Besides, he sits in the Credit Committee as a nonvoting member to present the loan proposals as the representative of the sales team. 2. We feel there is a clear need to increase the value addition at this position. In our opinion it entails establishing a distinguished responsibility of Competencies Managerial - Not much relevant at this position Operational - Business development - Business feasibility preparation and analysis - Customers profitability analysis - SME loan products and process knowledge - Lending regulations, policies and practices in Afghanistan - Construction and analysis of business (financial) data - Selling & customer relations - Loan proposal (Investment plan) development
Reported Activities Loan production - Manage and direct Team Leader to achieve monthly / annual production targets. - Assist Team Leaders with loan production. - Provide Training, coaching and guidance to Team Leaders on product and loan opportunities. - Making primary check and assigning the loan requests to loan officers considering geographical location of clients to loan officers. - Making pre-CC/screening for making decision on the loan for SME Credit Manager. - Sit in the CC as non-voting
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member.
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) the incumbent, improving his focus on business development, profitability and last but not the least ownership of specific results. In this regard, we suggest re-visiting the scope of work as follows: Marketing - Explore new market niches - Conduct market research and develop feasibility reports - Coordinate with marketing department for improving/developing loan products Customer profitability analysis - Assess customer profitability on periodic basis - Establish independent communication with customers - Resolve customer problems / grievances that could lead to delinquency Facilitating Sales Team - Assign, facilitate and monitor sales targets to field functionaries - Ensure standards, turnaround-time, and attention to details in loan processing by the sales team - Provide lead / references to the team - Coach and train the team Credit Committee - Participate in the Credit committee meetings as a non-voting member to present loan proposals with ownership, answer queries, clarify concerns of other members and to coordinate rectifications, if required, by the Relationship (loan) officer It is earnestly believed that the Pipeline Analysis activities should be transferred to the Manager Administration. The reason is that the Admin manager is already responsible for the IT system. Secondly, he is more independent - Typical loan transaction cycle - Problem loan management Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Product Development and Marketing - Consult the Marketing Department on new product development in order to respond to the client need. - Identify new opportunities for client promotion. - Identify new geographical areas of expansion. Discuss modes of achieving 100% target and ensure achievement of targets. Pipeline Analysis - Analyze pipeline for making sure that loan appraisals are tracked in a timely manner in order to make decision on the loan cases. - Make sure that loans are processed and appraisal processing time is reduced to minimum. - Ensuring post loan disbursement monitoring visits are followed up on time by loan officers. - Maintain close relationship with ACSP for loan verification/loan assessment.
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) then that of the Production/Sales manager for this purpose.
FMFB SME Positions Analysis (Credit Risk Manager) Position Preview: Credit Risk Manager is an operations position. The incumbents performance is much critical in enabling the Credit Committee make informed and prudent decisions; safeguard the interest of the bank in all loan relationships; and, to manage the overall loans portfolio risk and return. The scope of work of the incumbent is much diverse and highly technical. Loan proposals need to be reviewed from different angles such as regulatory and policy compliance, adequacy of collateral value, risk and return and last but not the least socioeconomic impact. In addition, monitor loan performance and manage loan delinquencies in conjunction with Relationship (loan) officer / Team lead. Moreover, track overall loan portfolio returns and risks. Indicative Key Responsibility Areas: Review loan structure, appraise the adequacy of collateral value, to ascertain if the regulations, policy and procedures are being fully complied with and banks interest is aptly safeguarded Assess risks in individual credit transactions and determine mitigates Loan delinquency management (moved here from compliance managers portfolio) Overall credit portfolio risk and yield reviews Analysis 1. At present the scope of work of the Credit Risk Manager is somewhat restricted to checking if a proposal is in line with the regulations and policy per se. Furthermore, if the borrowers financials presented by the Relationship (loan) officer are conforming to the policy standards and the collateral(s) available physically verifiable and the title is unencumbered. 2. We feel that in order to fortify the value addition at this position, it needs restructuring as follows: Loan Reviews - Loan purpose, tenure, type of facility, pricing, collateral, compliance to the regulations and bank policy, etc. Risk Analysis - Adequacy of collateral value - Adequacy of work capital (liquidity) - Adequacy of free-cash-flows (for fixed asset loans) Competencies Managerial - Not much relevant at this position Operational - Lending laws, regulations and practices in Afghanistan - SME loan products and process knowledge - Construction and analysis of business and financial data - Loan proposal (Investment plan) development - Business and financial risk analysis - Loan structuring - Collateral valuation - Prudential regulations - Compliance (AML/KYC) regulations - Typical loan transaction cycle - Problem loan management Organizational - Supervision - Coordination
Reported Activities Credit Risk Assessment and Review - Managing the credit approval process for maximum effectiveness in alignment with the Department Business Plan and the Organization Mission Statement. - Ensuring efficient role in reviewing credit files in an economical amount of time and arrangement of credit committee for approval of files to help department meet the monthly and annual target. - Ensuring that the credit components of the Loan Product programs are properly followed (e.g. loan appraisal is done properly having considered the policy compliance, the 5 Cs of credit, market reference check, cross checking of information, verification on documents and business assets, SWOT analysis, financial ratios, collateral and guarantees checks and physical
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Going concern risk Credit Portfolio Risk and Yield Reviews - Monitor and assess credit portfolio risk and yield trends - Conduct sectorial analysis to assess systemic and unsystemic trends that might affect portfolio quality. Credit Committee Meeting - Present a review of loan proposals as an independent member - Compile and communicate committee minutes including loan approvals, observations, etc. Delinquency Management: - Prevent and workout delinquencies - Coordinate with Recovery Manager, Head of Security and Legal Advisors on all Legal Counsel Matters. - Guide and assist RO/TL in the preparation of delinquency log sheets. - Guide and assist RO/TL in the preparation of proposals for rescheduling. - Ensure all delinquency related reporting requirements are met, and deliverables are on time and accurate. - On weekly basis, presents all relevant documentation on delinquencies to the delinquency committee. - Provide advice, guidance and training to minimize loss and maximize recovery of delinquent loans. - Claims processing. Decision making Problem solving Negotiating Team player
visits, verification by second party the four eyes principle and adequate answers to the verifiers concerns in verification note and risk review note produced by credit risk manager). Ensuring proper, prudent and conservative credit analysis is done and independently verified on each proposal and that all Policy requirements have been met (e.g. the financial ratios, age of applicants, anti-money laundering, partnership structure, collateral evaluation and coverage value, guarantors eligibility, and exclusion list). Ensuring the credit file issues, risks are addressed to loan officer and close work with Production Manager to get the files to credit committee clean for decision in short time. Conducts independent risk review and demonstrates the risk mitigations. Participates in Credit Committees, presents the risks and shares opinions, recommendations for mitigation of risks. Helps Loan Officers in improvement of technical and analytical analysis skills. Enforces strict credit discipline on client loan applications completed by the Loan Officer; and ensures that proper field credit operations are followed and does analysis of the process flow and suggests initiatives for faster and efficient work flow. Monitoring repayments made by customers and immediately report any delinquencies to the: Production Manager, the Loan Officers, the Compliance Manager, and the Team Leaders. Helping LO resolve any loan application problems with
Professional Leadership FMFB values, norms and etiquette Harnessed motivation and realistic work attitude Logic, analytical and out of box thinking Time management Impression management Business networking Assertiveness Communication Business writing
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customers as they are encountered. - Manages the Credit Committee Agenda for credit submissions, ensures all proposals are complete, accurate, and meet Policy standards. - Manages, monitors, coaches, trains and mentors the Credit Analyst. - Works very closely with the Production Manager to achieve sales targets while maintaining an approved tolerance of credit risk as determined by the BoS* and CEO. Works very closely with the Compliance Manager to ensure Shareholder and Regulatory compliance as well as seem-less and efficient Office environment.
BoS Board of Supervisors
FMFB SME Positions Analysis (Compliance /Loan Administration Manager) Position Preview: Compliance (Loan Administration) Manager is an operations position. The incumbents performance at this position is reflected in a typical loan administration process. We feel that the incumbent should focus on valid underwriting of loans, secure disbursements and effective monitoring in conjunction with the Relationship (loan) officer / Team lead. Indicative Key Responsibility Areas: Protect the interest of the bank in each loan relationship prior to the execution of the transaction Communicate in clear and concise terms to the prospective borrower his or her obligations under the loan arrangement and the repercussions of signing the documents and/or subsequently defaulting Ensure the documents are made in order as per the legal and policy requirements and shall be acceptable to the court of law in the due course of time Oversee the disbursements to ensure prudent practices are followed at the respective branches Monitor loans in collaboration with Relationship (loan) officers / team leads Reported Job Activities - Compliance - Primarily responsible for ensuring the compliance of the SME Department related to: - Underwriting of loan contracts & acquiring collateral, - Internal policies - Accounting and legal regulations, - DAB directives, and Analysis 1. The as-is work responsibilities of the incumbent are rather incoherent and do not complement each other. 2. Besides, the role of the incumbent in underwriting is also much limited for he seems to review the documentation at a later stage only. The Competencies Managerial - Non-critical at this position Operational - Lending laws, regulations and practices in Afghanistan - Prudential regulations - Compliance (AML/KYC) regulations
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Collateral valuation - Banks policy and procedure on loans underwriting - Banks policy standards and international best practices for loan management - Typical loan transaction cycle - Problem loan management Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
- Contracts with third parties. underwriting process is generally Ensure all compliance related carried out by the Relationship reporting requirements are met, (loan) officer and the Team lead and deliverables are on time rather independently and accurate. 3. Monitoring of loan from all the - Report any internal control four aspects is a function that deficiency to HoD. seems to complement other - Coordinate administration tasks at this position. issues with HoD, attend internal and external meetings as 4. Moreover, delinquent loan requested. management is all together a - Responsible for information different job, which the system and technology projects, incumbent is responsible for at loan accounting, and over present. We strongly feel that viewing departments expenses this task should be relocated to and operating costs. the Credit Risk Manager for it - Supervise Admin staff and entails similar tasks as in case of ensure that well motivated. loan risk analysis i.e. determining - Participate on Loan Committee risk impact, loan structuring, - Partner with the SME business and collateral valuation, management team to achieve and negotiations etc. profitability targets, Business Plan and stay aligned with the 5. Hence, we feel that the Mission Statement. incumbents responsibilities - Responsible for internal Audit need revisiting with a focus on issues, and Shareholder the followings: relationships as assigned by Underwriting HoD. - Preparing template loan - Maintain close relationship with contracts/documents in FMFBs technical assistance consultation with the legal providers. experts - Liaise with Bank Risk Manager Review actual loan contracts / as needed or requested documents prior to signing by - Manage Team Leaders on the prospective borrower(s) delinquency management. - Supervise and assist TL in the for legal validity and adequacy preparation of delinquency log - Explain in clear and concise sheets. terms to the prospective - Supervise and assist TL in the borrower(s) his or her preparation of proposals for obligations and possible rescheduling. repercussions in the event of - Ensure all delinquency related default, preferably himself or reporting requirements are met, and deliverables are on time through the Team lead and accurate. - Review the - On weekly basis, presents all contracts/documents post relevant documentation on signing and accord approval delinquencies to the for disbursement, with full delinquency committee. responsibility for the validity of - Provide advice, guidance and training to minimize loss and the contract / documents maximize recovery of Disbursement delinquent loans.
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- Effectively manage in house and - Issue instructions to the outside Counsel. respective branch for the - Coordinate with Recovery mode of disbursement Manager, Head of Security and - Conduct post disbursement Legal Advisors on all Legal compliance check at the Counsel Matters. branch - Claims processing. Monitoring: - Partner with Marketing Department on new product - Loan utilization development, focusing on - Loan repayment accounting, legal & regulatory - Account monitoring compliance and adherence to - Business dev. Monitoring the Mission Statement. - Collaborate with the SME Production Manager to develop 6. Administrative matters currently being handled by the incumbent the marketing and sales strategy can create cross functional - Collaborate with SME Credit conflicts. Hence it is suggested Risk Manager to ensure that these functions should be compliance with Credit Risk relocated to the task portfolio of objectives as set by the BoS*. the Head of SME, who can then tackle these issues through an Admin officer.
BoS Board of Supervisors
FMFB SME Positions Analysis (Team Lead) Position Preview: Team Lead is a functional position. The Team Leads position has dual perspective. On one hand, the Team Lead is the territory supervisor facilitating four to five Relationship (loan) officers. On the other hand, s/he provides a critical link between Relationship (loan) officers and the SME managers. Though it is important that the Team Lead must do active selling on his / her own, his/her scope of work should be rather enlarged. Hence, in addition s/he should also be responsible for customer relationship management, and developing business networks in the territory. In short the team leads performance should includedprospecting of new customers, providing leads and support to the Relationship (loan) officers in prospecting new borrowers and/or cross selling, providing guidance to the Relationship (loan) officers in processing loan applications and proposals, reviewing loan requests and proposals for quality assurance, managing customer relationships, building business networks and regularly interacting in the territory, preparing territory budgets and action plans in the light of overall targets assigned in consultation with Relationship (loan) officers.Besides, the Team Lead should work as Eyes and Ears of the Managers to capture critical data/information about the prospective and existing borrowers and seek market feedback through rigorous interactions in the territory, although the Sales/Production Manager should also maintain direct linkages in the sector. In the appended grid, as-is work profile of the incumbent is analyzed / enlarged in the context of above noted position review. Following the analysis, required competencies are being carefully articulated. The as-is work profile has been developed on the basis of interviewing randomly selected individuals working at this position. Reported Job Activities - Assign prospective customers to the Relationship (loan) officers Analysis 1. We have basis to believe that the core function of the Team Lead is Competencies Managerial - Not relevant at this position
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) to ensure that the loan proposals and loan agreements moving to the managers are prepared in verbatim. 2. We also believe that at their own instance some Team Leads are active in prospecting new customers. However, this cannot be quoted as a standard practice. 3. In short, for the most of the times Team Leads are engaged in cross checking the loan applications and proposals prima fascia and some other administrative tasks. 4. To augment the value addition at this position, we feel that the Team Leads should also do the followings: Prospecting, Managing Customer Relations and Building Networks - Prospect new customer and assign them to Relationship (loan) officer for processing - Focus on customers business relationship with bank and , their profitability - Look for opportunity for cross selling and enriching the relationships for greater profitability - Build business networks in the territory and use it for capturing critical customer information and anticipating opportunities and/or challenges Quality Assurance and Due Diligence: - Educate Relationship (loan) officers on regulations, company policies and best practices - Guide Relationship (loan) officers in preparing the loan applications and proposals in conformity with the regulations, bank policy and best practices Operational - SME loan products and process knowledge - Lending regulations, policies and practices in Afghanistan - Construction and analysis of business (financial) data - Selling & customer relations - Loan proposal (Investment plan) development - Typical loan transaction cycle - Problem loan management Organizational - Coordination - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing
- Review loan requests and proposals for completeness Forward loan proposals to Credit Risk Manager for risk assessment and approval by the Credit Committee - Execute collateral verifications at the instance of Credit Risk Manager (occasionally) - Review loan underwriting agreements / documents for completeness and forwards to the Compliance Manager - Along with Relationship (loan) officer monitor loans, visit customers and work out delinquent loans - Prepare territory budgets - On the job coaching of Relationship (loan) officers
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Review loan applications and proposals for quality assurance i.e. to check the reliability and validity of the information and recommendations therein - Meet with customers for second level verifications, if deemed necessary - Give feedback on improving, if needed Coaching and Mentoring - Coach Relationship (loan) - Evaluate performance and further development needs Liaison - Liaise with Production Manager, Credit Risk Manager and Compliance and Administration Manager Budgeting Reporting - Prepare operational budgets and action plans for their respective territories - Prepare period reports
FMFB SME Positions Analysis (Relationship (Loan) Officer) Position Preview: Relationship (loan) officer is a functional position. The position has two career stages: Relationship (loan) officer and senior loan officer. These stages are more to do with incumbents seniority, while the scope work remains same. The possible advantage of keeping these two stages seems bigger compared to disadvantages. For instance, the perception of career progression associated with the upward movement from loan officer to the senior loan officer could be a strong motivator both for those who have already moved up and those who have a target to move up in the due course of time. The disadvantage, however, is that at times there can be position-equity issues arising out of the fact that seniors are paid higher while doing the same job. While analyzing the position, we have deliberately ignored these stages for the scope of work is identical in most of the situations. The incumbents performance at this position is reflected in making solicited and unsolicited sales of microfinance products, collecting reliable and valid customer information to analyze and prepare loan proposal, ensure compliance of regulations policies and standards on individual loan transactions, underwrite loan agreements, coordinate loan disbursements, monitor loans and keep eye on early warning signals, coordinate salvaging delinquency loans, build sustainable customer relations. The incumbents performance essentially result in reaching-out as many customers as possible, prospecting eligible borrowers, processing loan proposals within the regulatory and policy framework, compliance at zero tolerance level, continually identifying additional financing needs and encouraging repeat borrowing, last but not the least develop and maintain enriching business relations with existing and prospective customers, and the general public in the vicinity.
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In the appended grid, as-is work profile of the incumbent is analyzed / enlarged in the context of above noted position review. Following the analysis, required competencies are being carefully articulated. The as-is work profile has been developed on the basis of interviewing randomly selected individuals working at this position. Reported Job Activities Analysis Prepare loan applications on 1. The Production manager the basis of loan requirement reported that about 30% and the necessary documents customers are referred to from and information that the the microfinance group; about customer provides another 30% are referred to by Upon review and agreement on the existing SME borrowers; and, the loan application by the remaining 20% are the walk-in Team Lead, prepare Loan customers. proposal (Investment plan) Forward the loan proposal to 2. While it is encouraging that as Credit Risk Manager for microfinance customer analysis and collateral relationships are converting into verification SME relationships. Referrals by If approved by the CC, prepare the existing customers are surely loan agreements / documents a reflection of their confidence Upon review and confirmation on the bank. However, we have of the Team Lead, forward the basis to believe that no active file to Compliance Manager for selling is done, which is evident second review from the fact that either the If confirmed by the Compliance customers are coming through Manager, then coordinate with referrals or they are walk-ins the respective branch for only. A similar observation was disbursement made while interviewing the Monitor loan and follow up for Relationship (loan) officers and the recoveries Team Leads. As evident from the Initiate recovery of delinquent reported activity, the loans along with the Team Relationship (loan) officers are Lead. If fails, then coordinate not actively selling. Most of their with the Compliance Manager time goes in loan processing and for further action recoveries. Though these are important tasks, but by no means can compensate the significance of active selling. 3. Thus we feel that there is an urgent need for the Relationship (loan) officers to attend to selling, promotion and customer relations on priority without any compromise on other activities. In this regard, we propose following additional tasks: Selling, Customer Service and Relations - Proactively reach out to potential borrowers - Initiate sales discussion
Competencies Managerial - Not relevant at this position Operational - SME loan products and process knowledge - Lending regulations, policies and practices in Afghanistan - Construction and analysis of business (financial) data - Selling & customer service - Loan proposal (Investment plan) development - Typical loan transaction cycle - Problem loan management Organizational - Coordination - Team play - Problem solving - Negotiating Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) o Uncover customers borrowing needs and expectations o Uncover customers challenges and concerns o Collect necessary customer data o Establish customers basic eligibility to borrow o Conduct preliminary negotiations o Assist customer fill the FMFB loan application and provide necessary documents / data - Promote FMFB lending and allied products - Broaden business activity by cross selling other products, focusing on their emerging financial needs and expectations - Build business relations beyond loan relationship with existing borrowers
End of analysis (SME unit)
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Strategic Business Unit III
Commercial Banking
1. Introduction
FMFB Commercial Bank operates with one branch at FMFB Corporate Office and has desks in the FMFB Microfinance Branches across the provinces. The FMFB CB primarily functions to promote the savings culture in the community. Besides, it also offers decent range of financial services. However, it does not offer loans to date. The funds so mobilized are deployed through FMFB treasury in different investment options in the national as well as international markets. A relatively smaller portion of the funds is invested in Microfinance loans portfolio through the MF department. The Banks operations are managed by the (Deputy) Head of Commercial Banking and Treasury Operation. While the (Deputy) Head CB is in-charge of the overall Commercial Bank SBU, the Manager Operations (CB) conducts the operations in the main branch. The Manager Operations is assisted by two Deputy Operations Managers, each responsible for the front office and back office operations. Front Office comprises of Account Officers, Relationship Officers and Head Teller. Under the Head Teller there are a few tellers as well. 2. Brief Analysis
i. We have basis to believe that at the front office the functionaries Account Officers are the first contact persons for the FMFB customers and are responsible for initiating and processing customer requests that include opening of deposits accounts, initiating funds transfers, taking standing instructions, receiving financial documents from customers for collection/clearing, establishing letters of credit, and last but not the least, answering customer queries and providing account statement/ information about FMFB products and business policies. In doing so, the front office essentially require coordination with Accounts Officers in the Back Office. However, the accounts offices are doing customer relationship management at a very basic level. Furthermore, the accounts officers are rarely reaching out the potential customers or pitching existing customers for cross selling. ii. The back office functionaries Account Officers for all the obvious reasons are engaged in processing the transactions initiated by the front office, such as collection/clearing of cheques, processing fund transfer requests, processing bulk payrolls, issuing fixed deposit receipts, manage customers deposit account data base, do reconciliations of various accounts, tracking funds movement in the microfinance branches and last but not the least safe keeping of the physical vouchers and other documents. Understandably, the back office functionaries have reciprocal requirement for coordination with the front office. iii. Cash operations are conducted through a Head Teller and Tellers. The Head Teller in addition to his teller responsibilities he supervises/facilitates other tellers, manage cash at vault, make arrangements for fulfilling the cash requirements at the microfinance branches through DAB and arranging for cash deliveries to the Embassies and other sensitive institutional customers. He works in close supervision of the Operations Manager.
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iv. Two deputy operations managers are individually responsible for the supervision, due diligence and authorization of transactions executed at the front office and back office, respectively. Ultimately, the Operations Manager is responsible for the similar work as of the deputy operation managers for both front office and back office operations. I have basis to say that to a large extent much time of the Operations Manager is spent in authorization and due diligence of transaction, which is in a way duplication of deputy operation managers responsibility. Consequently, the Operations Manager does not find time to focus on marketing, customer relations and business development. 3. Broad Recommendations
The need to complement the present performances at each position is clear. In this context, I therefore make following recommendations: i. Suggestive Value Chain of Commercial Bank Operations Strategic Process
Strategic integration, planning, and policy environment Performance Indicators: CB Process I Front office operations: Soliciting and opening new deposit accounts, Customer service, Cross selling other financial services CB Process II Back office operations: Deposit account management and transactions processing, processing other financial services CB Process III Cash Management: Controlling cash flows from transactions, providing/receiving cash to/from other branches Continually expanding deposits portfolio, and increasing customer base Improving deposits and operational efficiencies, increasing profits, and containing risk Adhere to international standards; and, achieve total regulatory and policy compliance
Core Processes
Support Processes
Business Networking and Business Development MIS: DAB and Internal Reporting
ii.
The Account Officers, both in the front and back offices, are totally focused on processing banking transactions. These positions need to be broadened to include active selling and customer care. In doing this effectively, it is imperative to assign sales and deposit mobilization targets to them and their compensations should be intelligently linked with their overall performance.
iii. The Deputy Operations Managers are functioning as direct supervisors of the account officers. Their primary function is due diligence. However, these incumbents are also dominantly focused on banking transactions in association with the account officers. Like of account officers these deputies positions, irrespective of their locus, also need to be broadened to include active selling and customer relationship management. To induce the incumbents on this enlarged job role, it would be necessary to assign to them sales, deposit mobilization and customer profitability targets and again their compensations should be intelligently linked with their overall performance.
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iv. The Branch Operations Manager is a typical front end management position. The significance of this position is critical in the whole value chain. It entails day to day management of the branch both from internal and external perspectives. However, present role is much the same as of the Deputy Operations Manager. To make this position even more productive as a first tier management position the core responsibilities should essentially be profit centric with focus on business development, management of branch profitability, selective supervision of branch operations, employee administration, and MIS. The incumbent should have independent targets for business development, branch profitability and compliance. Compensation should be linked with overall accomplishment of targets. v. The (Deputy) Head Commercial Banking should develop focus on managing growth, profits, compliance and risk from the strategic perspective of commercial banking as one strategic business unit. Simultaneously, the incumbent should delegate more operational responsibilities and authority to the Branch Operations Manager. Doing this will spare him more space to focus on commercial banking SBU as a whole from strategic perspective. Furthermore, it will also optimize Operations Managers productivity at the branch level.
Detailed analyses, corresponding competencies and recommended trainings follow.
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FMFB Commercial Bank Positions Analysis ((Deputy) Head Commercial Banking) Position Preview: (Deputy) Head Commercial Banking is a management position. The primary functional roles of the position are dual. Firstly to manage growth, profits, compliance and risk from the strategic perspective of commercial banking as one strategic business unit. Secondly to provide linkage between the commercial banking operations and corporate offices. Additionally, the incumbent at this position is also responsible for the Treasury operations (front office). Inevitably, some roles of the incumbent seem to be duplicated at the Branch Operations Manager position. However, it is advisable that while the duplication may continue for the better incumbents must be able to differentiate in their respective perspectives for only then each can complement the other. Indicative Key Performance Areas: Strategic analysis, business planning and monitoring Implementing policy environment: business, compliance, risk, and HR, etc. Banks profit planning and budgeting Selective supervision of branch operations Analysis 1. Primary functional roles of the position are dual. Firstly to manage growth, profits, compliance and risk from the strategic perspective of commercial banking operations as a strategic business unit. Secondly to provide linkage between the commercial banking operations and corporate offices. However, the tasks reported by the incumbent portray much limited scope. 2. To complement the incumbents performance at this position, following additional activities are being recommended: - Prepare and implement strategic business plans for the commercial banking SBU - Collaboratively identify yearly targets for commercial banking as one unit and separately for each CB branch/both - Collaborate with marketing for product and process innovations - Establish service agreements - Evaluate commercial banking performance vis--vis business growth and profitability, compliance, internal control
Reported Job Activities - Provide back up support to Operations Manager (CB) - Liaise between Branch, Head office and Treasury - Reporting to DAB, HO, ALCO, etc. - Due diligence of funds transfers - Authorize treasury investments - Employee targets, appraisals, etc. - Business planning and budgeting - Visit / liaise with existing and potential customers
Competencies Managerial - Strategic CB business planning - CB business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational - Banking laws, regulations and practices in Afghanistan - Market competition / performance analysis - Product development marketing mix and branding strategies - Risk appetite analysis - Internal controls and compliance framework - Regulations and Corporate policies - Operations management and coordination - Business development Organizational - Goal setting - Coordination - Decision making - Problem solving - Negotiating
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) and risk - Review and recommend changes in the policy environment 3. Besides, the incumbent should attempt to reduce its role in the followings: - Provide back up support to the operations manager sparingly - Delegate reporting responsibility to the operations manager of the branch - Limit due diligence function to selective transactions only - Team building and bonding - Training and Development Professional: - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business research and report writing
FMFB Commercial Bank Positions Analysis (Branch Operations Manager) Position Preview: The Branch Operations Manager is an operations position. The significance of the position is critical in the whole value chain. The position entails day to day management of the branch both from internal and external perspectives. As a first tier management position the core responsibilities should essentially be profit centric with focus on business development, management of branch profitability, selective supervision of branch operations, employee administration, and MIS. The incumbent should have independent targets for business development, branch profitability and compliance. Indicative Performance Areas: Business development Branch profit planning and budgeting Selective supervision of branch operations General administration Regulatory and policy compliance MIS Competencies Managerial - Not relevant at this position Operational Process - Banking laws, regulations and practices in Afghanistan - Business development - Operational planning, budgeting and monitoring - Customer profitability analysis - Customer relations management
Reported Job Activities Analysis Due-diligence in Deposit Account 1. We have basis to say that the Relationships: positions scope at present is - Check prospects information heavily tilted towards due and/or documents prima-facia to diligence of branch operations. ensure conformance to policy and This situation is resulting in a regulatory requirements compromise on tasks such as - Check the account opening forms business development, profit for completeness growth, etc. Besides, it is also - Confirm through interview or on resulting in dysfunctional the basis of documents or both overlapping and duplication of the legitimacy of the prospects work with that of the deputy
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sources of funds - Authorize opening of new accounts Due-diligence in funds transfer, remittance and collection: - Check financial instruments / requests prima-facia to satisfy AML / KYC requirements - Check that the sources of funds are legitimate - Authorize transactions
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) operations managers. 2. Thus it is suggested that the incumbent should focus on: - Business development - Profit growth - General administration including employee performance, and - Intra branch and inter branches coordination 3. We feel that the incumbents role in supervision of branch operations and should focus selective transactions of high risk CB products and process knowledge Account opening and documentation Compliance (KYC/AML) regulations Internal controls policy, operational risks and their mitigates Financial accounting basics and branch accounting system Reports preparation
Due-diligence back office activities: - Check bulk payrolls and authorize transactions - Counter check account reconciliation statements prepared by account officers - Counter check safe keeping of physical vouchers / cheques - Check issuance of deposit account statements in retrospect - Check and authorize transactions against standing instructions - Issue balance confirmation certificates - Prepare transaction report for the compliance department. Supervise Tellers Transaction: - Supervise cash transaction above USD 5000 and/or AFS 100,000 - Check and verify daily vault position statement against physical verification of cash in vault. - Authorize issuance of check books jointly by the Branch Operations Manager - Authorize cash transfers to and from other branches in Kabul province Administration: - Preparing reports for DAB, HO and others jointly with (Deputy) Head Commercial Banking - Coordinating with other branches and resolving issues, if any - Assist (Deputy) Head Commercial Bank, as and when required
Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
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FMFB Commercial Bank Positions Analysis (Deputy Branch Operations Manager) Position Preview: Deputy Branch Manager is an operations position. At present there are two Deputy Branch Operations Manager positions Front office and Back office. I have basis to say that these positions are additional and much less productive in the context of Branch Operations Managers position since many activities are merely duplicated at both ends. Furthermore, I have basis to say that bifurcation of front office and back office activities amongst the two deputy managers is unproductive and can lead to coordination challenges. The two positions of Deputy Branch Operations Managers are analyzed compositely reason being a generalist perspective of is considered more productive. Speaking of ground realities, incumbents at this position are the next level account officers who frequently deal with the customers on day in day out basis. Having said this, their core responsibility should be on activities that strengthen the selling, customer relationships, compliance and risk mitigation to the possible extent. Ideally the position should be renamed as Team Lead Front Office and Team-Lead Back Office with both having independent sales, customer profitability targets, and AML/KYC compliance targets. Indicative Key Performance Areas Due diligence in deposit account relationships Due diligence in funds transfer (remittance and collection) Due diligence back office activities Prospecting new customers, deposit mobilization, customer relationship management, and cross selling Analysis 1. FMFB operational norm four eyes entails that a second person should independently review the prospects information/documents to ensure legitimacy of transactions and mitigate risks. The activities performed by the incumbent are quite in line with the principle hence should be performed in good faith and without negligence. However, following aspects can further improve the efficacy of the incumbent: 2. While we understand that only employer referred accounts are encouraged as per the policy of the bank, it is important that proactive selling for new accounts should be practiced at least amongst the captive clientele 3. Should make deliberate effort to make informed assessment of the prospects long term Competencies Managerial - Not relevant for this position. Operational - Banking laws, regulations and practices in Afghanistan - Selling and customer relations - CB products and process knowledge - Account opening and documentation - Compliance (KYC/AML) regulations - Internal controls policy, operational risks and their mitigates - Customer profitability analysis - Financial accounting basics and branch accounting system Organizational - Coordination - Problem solving - Negotiating - Team player Professional
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Reported Job Activities Due-diligence in Deposit Account Relationships: - Check prospects information and/or documents prima-facia to ensure conformance to policy and regulatory requirements - Check the account opening forms for completeness - Confirm through interview or on the basis of documents or both the legitimacy of the prospects sources of funds - Authorize opening of new accounts Due-diligence in funds transfer, remittance and collection: - Check financial instruments / requests prima-facia to satisfy AML / KYC requirements - Check that the sources of funds are legitimate - Authorize transactions Due-diligence back office activities: - Check bulk payrolls and authorize transactions
BANK
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) relationship advantages and potentials. 4. Ensure compliance to internal controls policy, assess operational risks and identify mitigates to minimize the risks 5. It is always advantageous to develop personalized relationships (beyond just business) with its customers for earning their loyalty 6. Involvement of the incumbent in supervising Tellers activities could lead to conflict of interest and may encourage undesirable connivance. Thus it is suggested that this function is undertaken by the Branch Operations Manager independently. Leadership FMFB values, norms and etiquette Harnessed motivation and realistic work attitude Logic, analytical and out of box thinking Time management Impression management Business networking Assertiveness Communication Business writing
- Counter check account reconciliation statements prepared by account officers - Counter check safe keeping of physical vouchers / cheques - Check issuance of deposit account statements in retrospect - Check and authorize transactions against standing instructions - Issue balance confirmation certificates - Prepare transaction report for the compliance department. Supervise Tellers Transaction: - Check and verify daily vault position statement against physical verification of cash in vault. - Authorize issuance of check books jointly by the Branch Operations Manager
FMFB Commercial Bank Positions Analysis (Account Officer) Position Preview: Account-officer is a functional position. The incumbent has a vital position in efficient and effective delivery of bank services, cross selling other financial products, ensuring customer satisfaction, and last but not the least providing reliable link between customers and bank. The position has multiple focuses, namely; front office account opening, front office customer relations, back office transaction processing and reconciliation. The different focuses are merged into a single job for the purpose of analysis. Reason being, a generalist perspective of an account office is considered more productive, with both having independent sales targets. Indicative Key Performance Areas Establishing deposit account relationship: Managing customer relations Processing customer transactions Prospecting new customers, deposit mobilization, cross selling Analysis 1. The tasks are dominantly focused on conforming to the requirements and documentation necessary for opening customers deposit accounts. No doubt this is highly recommended. However, Competencies Managerial: - Not relevant for this position. Operational: - Banking laws, regulations and practices in Afghanistan - Selling and customer service
Reported Activities Establishing Deposit Account Relationships: - Establish prospects eligibility vis-vis AML/KYC regulations - Fill out account opening form in discussion with the customer - Obtain necessary documents for
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opening accounts - Check prospects name in the watch-list - Get managers approval - Allocate account number and issue customer card - Complete and forward the KYC form to the Compliance through the manager - File the form along with all the documents and forward to back office - In view of the reply from the Compliance department at HO if required obtain additional documents and / or close the account as the case may be
COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) following aspects can further improve the efficacy of the incumbent: 2. While I understand that only employer referred accounts are encouraged as per the policy of the bank, it is important that proactive selling for new accounts should be practiced at least amongst the captive clientele 3. Furthermore, during the initial interaction with the prospects their specific needs and expectations should be unraveled so that most suitable account, such as current or savings for instance, can be offered to each of them. 4. Lastly if features, benefits and customer obligations are clearly communicated to the prospects upfront, it reduces the possible surprises to the customers at any later stage 5. It is always advantageous to develop personalized relationships (beyond just business) with its customers for earning their loyalty 6. I understand that Head Tellers are primarily responsible for the funds availability at the branches. Therefore, if the tracking of funds position at other branches transferred to them, it would improve the focus of account officers. - CB products and process knowledge - Account opening and documentation - Compliance (KYC/AML) regulations - Financial accounting basics and branch accounting system Organizational - Coordination - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing
Selling and Customer Service: - Providing information about FMFB products, as and when customer requests - Maintain customer signature specimen cards and verify their signatures on cheques and other requests such as - Take customer requests for funds transfers (remittance), collection of cheques in their deposit accounts, issuance of term deposits, etc. - Provide account activity statements to customers on daily, weekly and monthly basis, as the case may be. Processing Customer Transactions: - Prepare bulk payroll - Process inward/outward cheques in ACSS - Reconcile various account ledgers - Safe keep the physical vouchers/cheques Intra- and Inter-branch Coordination: - Coordinate between front office and back office - Coordinate with tellers - Track funds position at other branches
End of analysis (Commercial Bank)
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Head Office Department I
Finance & Accounting

1. Analysis
During our assessment of the Finance and Accounting department we could only access the organization chart while the written roles and responsibilities of various members of the department were not available. We had to rely on the verbal detailing of the interviewee. We feel that the units activities are much dependent on the Head of the Department. At the onset, we observed that the distinction between the positions of Chief Finance Officer and Finance Controller is vague and rather being rationalized. Hence we feel this distinction is unnecessary and not productive. Moreover, the two rather virtually segregated roles are managed by a single incumbent, which dilutes the foureyes principle, if at all there was this consideration. With caution we may say that the managers tasks are typically of controlling subordinates actions, while the actual work is mostly done by the front line functionaries. Whereas ironically, managers have the professional qualification and the front line has only learnt trade skills on the job. We also observed that the distinction between Financial Controller and CFO is not clearly spelt out. The general outlook towards employees development is rather complacent. It is generally believed that only standard business competencies are required for all positions in the department, which can only be developed through rigorous academic and professional qualification. Hence training cannot do much in this direction. While we second this opinion in principle, we feel that a holistic development of employees would yield better results. Hence we propose employee development in four basic areas, namely; management, business, organizational and professional. 2. Broad Recommendations
i. Proposed Schematic Value Chain of Finance and Accounting Department Strategic Process
Strategic integration, planning, and policy environment Process I Financial budget control, treasury and financial statements/ reports Process II Payments and settlements, payroll, and compliance Process III Accounting and book keeping, Inter-branch and HO account reconciliations, etc. Finance Performance Indicators: Ability to capture, collate, report and analyze valid and reliable financial information in a timely manner Improve financial resources utilization efficacy and transparency
Core Processes
Support Processes
Data Base Administration, Data Security and Disaster Management Front Desk: Liaise with internal customers (Departments and individuals) Adhere to international standards
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ii. Distinction between Chief Finance Officer and Finance Controller is unnecessary. Both of the positions are management-positions and must focus at strategic level. Hence the management may consider eliminating one position. We feel this will improve departmental harmony and role accountability. iii. Role of CFO in operational activities need to be changed from execution to coordination and policy support so that he can have space to focus at strategic level. iv. A designated Senior Manager / Manager need to be empowered and made responsible for each core process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. v. A designated Assistant Manager / Officer need to be empowered and made responsible for each support process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. We have no data to comment on as-is responsibilities of and/or tasks being performed by different individuals in the department. We feel that the department needs to have even more formalized structure therefore we propose roles and responsibilities of various positions afresh.
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FMFB Finance and Accounting Department Positions Analysis (CFO/Finance Controller) Position Preview: CFO / Finance Controller is a management position. It entails management of companys financial resources from a strategic perspective. The incumbent at this position is expected to minimize the aggregate cost of liabilities, optimize aggregate yield on the financial assets and contain financial risks within bearable limits thus maximizing aggregate return on companys equity. In addition, the incumbent is expected to develop a robust accounting system to capture, collate, analyze and report financial transactions in as objective manner as possible. Indicative Key Responsibility Areas: Financial accounting Financial reporting Asset, liability and capital management for controlling financial risks Inter-Branch and HO Accounts Reconciliations Performance management & Employee development Competencies Managerial - Strategic financial management and planning - Bank Balance sheet Management (Bank-ALM) & - Basel Accord - Financial policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational - Planning and financial budgeting - International accounting standards - International financial reporting standards - Afghan financial sector laws and regulations for conventional and Islamic banking Organizational - Goal setting - Coordination - Decision making - Problem solving - Negotiating - Team building and bonding - Training and Development Professional Skill - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business research and report writing
Indicative Job Activities Strategic Activities - Establish strategic financial goals - Determine capital adequacy benchmarks - Project strategic financial plan - Comment on ALCO strategies, targets and benchmarks - Compliance to CG and SR Operational Activities - Prepare annual financial budgets - Establish accounting control system and define individuals and joint authorities - Funds management (Treasury) - Define payments / settlement system and define individuals and join authorities - Define standard accounting reports and their respective cycle - Give authorizations where needed - Chair internal coordination meetings / dialogues - Participate in business policy and coordination meetings / forums Performance Management - Establish work norms and standards - Assign performance targets - Monitor and appraise performance - Give performance feed-back - Employees coaching and development
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FMFB Finance and Accounting Department Positions Analysis (Senior Manager / Manager Finance I) Position Preview: Senior Manager/Manager Finance is an operations position. The incumbent at this position is responsible for budget control, financial reporting and treasury.
Indicative Key Responsibility Areas: Budget control and variance analysis Financial statements and reporting Funds (Treasury) management (Back office) Competencies Managerial - Not relevant Operational - Book keeping and financial accounting - International Accounting Standards - International Financial Reporting Standards - DAB reporting requirements and formats - Financial statement conventions and formats - Financial statement analysis and interpretation - Internal payments / settlement policy framework - Afghan financial sector laws and regulations for conventional and Islamic banking Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - Monitor financial transactions (disbursements) and report any variance against budgets. - Prepare internal accounting reports for management - Prepare DAB reports - Prepare financial statements periodically - Prepare analysis of financial statement for management review Supervisory Activities (Optional) - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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FMFB Finance and Accounting Department Positions Analysis (Senior Manager / Manager Process II) Position Preview: Senior Manager/Manager Finance is an operations position. The incumbent at this position is responsible for financial payments, compliance, and accounting reconciliations Indicative Key Responsibility Areas: Payments and settlement of company expenses and/or expenditures Payroll disbursements Inter Branch / HO accounts reconciliation Competencies Managerial - Not relevant Operational - Book keeping and financial accounting - International Accounting Standards - International Financial Reporting Standards - Financial statement conventions and formats - Financial statement analysis and interpretation - Internal payments / settlement policy framework - Funds management - Compliance regulations and practices - Afghan financial sector laws and regulations for conventional and Islamic banking Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - Administrate payments and disbursements in respect of company expenses and expenditures - Verify and disburse payroll and other payments to the employees - Manage funds (treasury funds) placements, settlements and transfers - Ensure compliance requirements and standards Supervisory Activities (Optional): - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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FMFB Finance and Accounting Department Positions Analysis (Senior Manager / Manager Finance III) Position Preview: Senior Manager/Manager Finance (CFP I) is an operations position. The incumbent at this position is responsible for accounting and book keeping, ledger reconciliations, etc. Indicative Key Responsibility Areas: Accounting and Booking-keeping Control of ledgers Ledger reconciliations Competencies Managerial - Not relevant Operational - Book keeping and financial accounting - International Accounting Standards - International Financial Reporting Standards - Financial statement conventions and formats - Account reconciliation standards and techniques - Afghan financial sector laws and regulations for conventional and Islamic banking Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team player Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - Make postings of financial transactions in various cash book and/or account ledgers - Maintain various ledgers namely; income, expense, asset, liability, capital, etc. - Reconcile inter-branch and HO accounts on regular basis Supervisory Activities (Optional) - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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FMFB Finance and Accounting Department Positions Analysis (Finance Support Processes) Position Preview: Assistant Manager / Officer (Finance Support Processes) are functional positions. The incumbents at these positions have the following respective responsibilities. They shall work under direct supervision of the Head: Recommended Position Assistant Manager / Officer (Data Base Administration, Data Security and Disaster Management) Proposed: While it is assumed that similar services should be available at the central IT department. However, in view of sensitivity of the accounting and finance data I believe the department should create its own DBA position within. Indicative Job Activities - Ensure standard practices for data storage and retrieval - Administrate data access to various users as per policy - Put in fire walls for adequate data protection and security - Regularly prepare data back-ups - Assess system disaster risk and make contingent arrangements for retrieving data in possible disaster situation Competencies Managerial - Not Relevant Operational - Data base administration - IT disaster management Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing Managerial - Not Relevant Operational - Payments / settlement policy and procedures - Customer services Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette
Assistant Manager / Officer (Front Desk: Liaise with internal customers Departments and individuals) Proposed: Creation of this position with a view to streamline communication and coordination with other departments as well as to reduce distractions that would occur by direct interactions between managers and other departments.
Receive payments requests from other departments for processing and disbursements Seek clarification / further details in respect of pending payment requests from the respective department/individual Answer queries in respect of payments and other matters Provide secretarial support to t
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
End of analysis (Finance and Accounting Department)
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Head Office Department II
Human Resources Administration and Training

1. Analysis
During our assessment of the Human Resources Administration and Training Department we observed that the Head of the department has to conduct almost all activities save training. Other incumbents only assist the head. This has surely overburdened the Head with his engagement in operational tasks. Furthermore, we have basis to say that Personnel Administration prevails that is likely to undermine much of the critical development activities. We feel that while there are managers and officers working in the department, the distribution of responsibilities is flexible depending on the availability of the person(s). In short, a generalist culture prevails in the department. We understand that while this clears up the job rather in time yet this is weakening the focus and sense of ownership amongst the incumbents in the department. 2. Broad Recommendations
i. Proposed Schematic Value Chain of Human Resources Administration and Training Department Strategic Process
Strategic integration, planning, and policy environment HR Performance Indicators: Ability to attract, develop, engage, and sustain empowered, productive and motivated team of professionals per se. Develop a competitive employer brand Instill confidence and positive outlook amongst employees towards the organization
Process I Job analysis, Recruitment, Induction and Training, Development, Counseling
Process II Compensation and benefits, Promotions, Employee loan / advances and PF administration Disciplinary actions, and Retirements
Process III Career planning, Performance monitoring and appraisal, transfer postings, and Job rotation and restructuring enrichment and enlargement
Core Processes
Employee Administration: Attendance, Leave Records, Discipline, etc.
Support Processes
Human Resource Management Information System Research and Surveys: Business process analysis, Employee productivity surveys, HR policy impact assessment, Industry practices base lines, etc.
ii. Role of Head HR in operational activities need to be changed from execution to coordination and policy support so that he can have space to focus at strategic level. iii. A designated Senior Manager / Manager should be empowered and made responsible for each process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. It is hoped that each senior manager/manager will be capable to manage his or her process individually within the policy and norms framework.
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iv. A designated Assistant Manager / Officer should be empowered and made responsible for each support process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. These persons will work under direct mentoring of the HR Head. v. We have no data to comment on as-is responsibilities of and/or tasks being performed by different individuals in the department. We feel that the department needs to have even more formalized structure therefore we propose roles and responsibilities of various positions afresh.
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FMFB Human Resources Administration and Training Department Positions Analysis (Head HRA&T) Position Preview: Head of Human Resources is a management position. It entails integration of HR processes within the global business strategy and policy to create consistency between demand for and supply of human resources in the present as well as in the emerging scenarios. Besides, the incumbent at this position is also overall in-charge of HR activities. S/he is expected to establish HR policy directions consistency with the global business strategy; provide necessary resources; and, last but not the least coordinate between HR and rest of the organization. Indicative Key Responsibility Areas: Ensure harmony between the need for and availability of just about right quality of human resources at all times. Establish HR policy directions consistent with the global business strategy and organizational values and norms. Develop a Competitive-Employer-Brand in the market to be able to attract, develop and retain quality human resources. Oversee the HR operations and to ensure objectivity, transparency, and impartiality in all actions and decisions. Competencies Managerial - Strategic HR management, development and planning - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational - Afghanistan labor laws and regulations - Integrating Business and HR Policies - Human resources management - Training management - Compensation management - Employees career, capacity building and succession planning Organizational - Goal setting - Coordination - Decision making - Problem solving - Negotiating - Team building and bonding - Training and Development Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking
Sohailuddin Alavi, DAIBP International Consultant in Capacity Building and Institutional Development (Pakistan) 58
Indicative Job Activities Strategic Human Resources Management - Prepare and disseminate HRM strategic plans in line with global business strategic plans - Review, articulate and recommend policies on various aspects of HRM - Disseminate and facilitate implementation of HRM policies across the organization in the letter and spirit - Establish positive employer-image Operations Management - Give authorizations - Build positive employer employees relations - Chair internal coordination meetings / dialogues - Participate in business policy and coordination meetings / forums - Chair / participate in committees on recruitment, performance appraisals, promotion, disciplinary action, etc. Performance Management - Establish work norms and standards - Assign performance targets - Monitor and appraise performance - Give performance feed-back - Employees coaching and development
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Time management Impression management Business networking Assertiveness Communication Business research and report writing
FMFB Human Resources Administration and Training Department Positions Analysis (Senior Manager / Manager Core Process I) Position Preview: Senior Manager/Manager (HR Process I) is an operations position. The incumbent at this position is responsible for recruitment, induction and training, career planning, development and counseling. Indicative Key Responsibility Areas: Develop and periodically review job descriptions and job specifications for various positions in consultation with the respective line managers. Manage recruitment and selection process in collaboration with line management and Head HR. Facilitate employee induction and organize orientation training. Develop employees career plans in consultation with the employee and his or her line manager Manage employees development process in consultation with line managers. Provide career counseling to employees on individual basis. Competencies Managerial - Not relevant Operational - Afghanistan labor laws and regulations - FMFB HR policy and practices - Human resources management process - Training management process - Payroll and taxation - Conducting interviews and behavioral assessments Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management
Indicative Job Activities Operational Activities - Conduct job analysis for various positions periodically - Organize for the recruitment and selection of new employees - Prepare for new employees induction - Organize new employees orientation training - Develop and monitor employee career plans - Implement employee development curriculum for all positions - Develop training modules as per development curriculum - Conduct development needs analysis of individuals on periodic basis - Organize development training programs - Conduct training workshops - Do career counseling of employees - Participate in HR policy and coordination meetings / forums Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) Business networking Assertiveness Communication Business writing
FMFB Human Resources Administration and Training Department Positions Analysis (Senior Manager / Manager Core Process II) Position Preview: Senior Manager/Manager (HR Process II) is an operations position. The incumbent at this position is responsible for employee compensation and benefits, promotions, employees loans and advances, provident fund, disciplinary actions and retirement. Indicative Key Responsibility Areas: Administrate employee compensation and benefits Prepare documentation of and coordinate with the HR committee on promotions* Process employee loans and advances Manage employees provident fund Conduct domestic enquiries and process disciplinary actions in coordination with respective line management and Head HR Process employee retirements and benefits thereof Competencies Managerial - Not relevant Operational - Afghanistan labor laws and regulations - FMFB HR policy and practices - Human resources management process - Training management process - Payroll and taxation - Conducting interviews and behavioral assessments Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking
Indicative Job Activities Operational Activities - Prepare employee payroll on monthly basis - Disburse employee fringe benefits - Coordinate with HR committee on promotions and do the documentation - Process employees loans and advances - Conduct domestic enquires for the reported employee lapses and initiate disciplinary action in consultation with the line manager and concurrence of HR Head - Invest employees funds in consultation with Finance department and maintain accounting records thereof - Initiate retirement documentation, settlement of employee loans and advances, and disbursement of provident fund and/or gratuity, etc. Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Assertiveness - Communication - Business writing
FMFB Human Resources Administration and Training Department Positions Analysis (Senior Manager / Manager Core Process III) Position Preview: Senior Manager/Manager (HR Process II) is an operations position. The incumbent at this position is responsible for career planning, performance monitoring and appraisal, transfers and postings, and job rotation and restructuring enrichment and enlargement. Indicative Key Responsibility Areas: Develop employees career plans (paths) Coordinate with line managers for employees performance monitoring, appraisal and documentation Coordinate employees transfers and postings Plans and coordinate employees job rotation and restructuring along the career paths Competencies Managerial - Not relevant Operational - Afghanistan labor laws and regulations - FMFB HR policy and practices - Human resources management process - Training management process - Payroll and taxation - Conducting interviews and behavioral assessments Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - In consultation with the line managers prepare employees career plans (paths) - Prepare individual employees job rotation and restructuring roster in accordance with his or her career plan and in coordination with the line manager(s) - Monitor employees job rotations and restructuring as per plan. - Develop standard performance monitoring and appraisal framework - Collate performance monitoring and appraisal reports on periodic basis - Process employees transfers and posting in coordination with line managers Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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FMFB Human Resources Administration and Training Department Positions Analysis (Support Processes) Position Preview: Assistant Manager / Officer (HRM Support Activities) are functional positions. The incumbents at these positions have the following respective responsibilities: Position HRM Support Process (Employee Administration) Indicative Job Activities - Collate and maintain employee attendance records - Collate and maintain employee leave of absence records - Prepare monthly attendance and leave of absence reports - Create awareness on company norms and values as a basis of work discipline - Monitor employee general behaviors at work and identify discipline-champions on monthly basis Competencies Managerial - Not Relevant Operational - Understand relevant HR policies and procedures - Basic computer skills Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing Managerial - Not Relevant Operational - Understand relevant HR policies and procedures - Basic computer skills Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette
HRM Support Process (HR Information System)
Capture, collate and report following employee-data on continuous basis: - Personal details - Employment details - Work history - Training received to date - Qualification - Achievements - Lapses - Etc.
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
HRM Support Process (Research and Surveys)
Design, conduct baseline surveys and research assignments on the followings: - HR practices across the industry - HR policy impact assessment - Employee productivity surveys - Business process analysis
Managerial - Not Relevant Operational - Understand relevant HR policies and procedures - Writing research questions - Basic interviewing - Data tabulation - Basic computer skills, preferably knowledge of SPSS. Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
End of analysis (Human Resources Administration and Training Department)
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Head Office Department III
Marketing and Product Development

1. Analysis
i. During our assessment of the Marketing and Product Development Department the Marketing Head talked about a few challenges facing the department that are limiting the scope of marketing. Of the many challenges, general misconception and lack of recognition of marketing as a full-fledged function and non-availability of appropriately trained individuals are the major ones. With caution, we assume that the first challenge has its roots in the distortion of the banks social mandate. Consequently employees distorted perspective undermines the need for competitiveness and urgency for market and financial sustainability. ii. The department is currently engaged in the following activities; Product Development, Institutional Branding, BTL activities, and last but not the least networking. In the present structure, Product Development Portfolio is looked-after by the Assistant Manager (Marketing Head) (PD) and a Consultant. The directions come from the Marketing Manager (Marketing Head). Until very recently, the focus of product development remained confined to Microfinance. Now SME product development has also begun. The department is responsible for the development of the product. But currently it does not participate either in launching the product or managing its life cycle. Instead these processes are owned by the operations, if at all. iii. Activities under the institutional branding involve putting signage, standardizing logos, and similar tasks and promoting marketing culture to the possible extent. This is managed by a dedicated Assistant Manager (Marketing Head) (Marketing) under the direct supervision of the Manager (Marketing Head). Third group of activities are clustered around Promotion and Advertising. Mostly, BTL activities and printed material development is carried out under this. This function is also managed by a dedicated Assistant Manager (Marketing Head) with guidance from the Manager (Marketing Head). Public relations and networking is directly performed by the Manager (Marketing Head) in most of the situations. 2. Broad Recommendations
i. Proposed Schematic Value Chain of Marketing and Product Development Department Strategic Process
Strategic integration, planning, and policy environment Process I Product development, Product training, Product life cycle management, and Grant coordination Process II Advertising, BTL Promotion campaigns, ATL promotion campaigns, Marketing materials development Process III Developing marketing culture, Institutional branding, and Public relations (networking)
Marketing Performance Indicators: Ability to innovate and deliver competitive products to the total satisfaction of customers Develop FMFB and its products into competitive brands Enhance customer loyalty, market penetration, product yield, etc.
Core Processes
Support Processes
Market Research: Customer satisfaction surveys, Competition analysis, Public opinion surveys, Product surveys, FGDs., etc. Marketing Information System and Reports
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ii. Role of Head Marketing and Product Development in operational activities need to be changed from execution to coordination and policy support so that he can have space to focus at strategic level even more. iii. A designated Senior Manager / Manager should be empowered and made responsible for each core process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. It is hoped that each senior manager/manager will be capable to manage his or her process individually within the policy and norms framework. iv. A designated Assistant Manager / Officer should be empowered and made responsible for each support process. This will improve his or her focus, clarify job deliverables, ownership and control over the output. These persons will work under direct mentoring of the HR Head. v. We have basis to believe that there is a strong need to enhance employees competencies especially in following areas: Marketing concepts and processes, Market research techniques, Product innovation and development process, Product risk analysis, Product life cycle management, Product profitability analysis, Understanding customers (customer surveys), Competition analysis, etc. Besides, building professional, organizational and strategic competencies. vi. We believe successful life of any product depends on how its maturity cycle is managed. Indeed it is a specialized process. Hence, we recommend that the sales team of respective business units (SBUs) should provide critical product performance data to this department on the basis of which the marketing and product development department continually analyze product performance, profitability and gaps, which provide basis for making timely modifications in the marketing mix. vii. We have no data to comment on as-is responsibilities of and/or tasks being performed by different individuals in the department. We feel that the department needs to have even more formalized structure therefore we propose roles and responsibilities of various positions afresh.
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FMFB Marketing and Product Development Department Positions Analysis (Head Marketing and PD) Position Preview: Head of Marketing is a management position. It entails integration of marketing processes within the global business strategy and policy. Besides, the incumbent at this position is also overall in-charge of marketing activities. S/he is expected to establish FMFB competitive position in the market allowing it to achieve visible and sustainable brand differentiation, build upon customer loyalties, continually sinking into the potential markets and last but not the least accomplish the social agenda of improving livelihoods in most efficient and effective manner Indicative Key Responsibility Areas: - Marketing Planning and Strategy - Overseeing Product development - Overseeing Brand management - Overseeing Advertising and Promotion - Public relations Indicative Job Activities Strategic Activities - Prepare and disseminate marketing plan and strategies in line with global business strategic agenda - Review, articulate and recommend marketing policies - Disseminate and facilitate implementation of marketing policies and strategies in the letter and spirit - Promote marketing culture Operational Activities - Research and provide insights into the changing needs and expectations of various clusters of prospective customers - Provide directions and mobilize resources for innovating new financial products and services - Provide directions and resources to increase brand awareness and product differentiation through efficient advertising and promotion campaigns - Build stronger public relations - Review and consider budgets of the different processes - Chair internal coordination meetings / dialogues - Participate in business policy and coordination meetings / forums - Prepare marketing budgets Performance Management: - Establish work norms and standards - Assign performance targets - Monitor and appraise performance - Give performance feed-back - Employees coaching and development Competencies Managerial - Strategic Marketing management, and planning - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility Operational - Afghan financial sector laws and regulations for conventional and Islamic banking - Market research - Marketing management and strategies - Financial engineering and innovation - Product portfolio management - Writing policies and procedures - Public relations - Operational budgeting Organizational - Goal setting - Coordination - Decision making - Problem solving - Negotiating - Team building and bonding - Training and Development Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) - Communication - Business research and report writing
FMFB Marketing and Product Development Department Positions Analysis (Core Process I) Position Preview: Senior Manager/Manager (Core Process I) is an operations position. The incumbent at this position is primarily responsible for product development and management. Besides this, the incumbent is also responsible for the management of grant programs. Indicative Key Responsibility Areas: Products development Product branding and life cycle management Product training Grant program management Competencies Managerial - Not relevant Operational - Afghan financial sector laws and regulations for conventional and Islamic banking - Market research - Product development - Product life cycle management - Financial engineering and innovation - Brand management - Market segmentation and demographic analysis - Operational budgeting - Program management Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - Conduct customer and market research to assess the gaps do feasibility of potential products - Develop product blue prints (concepts) for review and consideration - Develop and demonstrate newer product(s) - Prepare plan for product launch - Monitor product performance over its life cycle to suggest timely modifications - Train field managers on new products - Coordinate with Advertising and Promotion personnel for effective positioning and branding - Prepare budgets for the activities - Participate in internal policy and coordination meetings / forums - Grant program management Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
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FMFB Marketing and Product Development Department Positions Analysis (Core Process II) Position Preview: Senior Manager/Manager Marketing (CMP II) is an operations position. The incumbent at this position is responsible for effective marketing campaigns and products positioning. Indicative Key Responsibility Areas: Advertising Promotional activities Marketing materials development Competencies Managerial - Not relevant Operational - Afghan financial sector laws and regulations for conventional and Islamic banking - Market research - Brand management - Advertising management and creative writing - Market segmentation and demographic analysis - Operational budgeting Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operational Activities - Develop advertising plans and budgets - Execute advertising plans - Plan and execute BTL activities - Plan and execute ATL activities - Develop products brochures, posters, company introductions, giveaways, etc. - Coordinate with product development personnel as well as field managers for effective launch and promotion of new and existing products - Prepare budgets for the activities - Participate in internal policy and coordination meetings / forums Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
FMFB Marketing and Product Development Department Positions Analysis (Core Process III) Position Preview: Senior Manager/Manager Marketing (CMP III) is an operations position. The incumbent at this position is responsible for developing supportive marketing environment.
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Indicative Key Responsibility Areas: Inculcating marketing culture Institutional branding Public relations
Indicative Job Activities Operational Activities - Plan internal marketing awareness and educational activities - Plan strategies and campaigns for institutional branding - Plan strategies for promoting companys socioeconomic commitment building livelihoods - Proactively build positive public perception of the company and its products - Proactively do business networking - Participate in internal coordination meetings / forums - Prepare budgets for the activities Supervisory Activities (Optional) - Implement work norms and standards - Assign performance targets to peers - Monitor and appraise performance - Give performance feed-back - Peer coaching and development
Competencies Managerial - Not relevant Operational - Public relations - Creative writing - Market segmentation and demographic analysis - Operational budgeting Organizational - Supervision - Coordination - Decision making - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
FMFB Marketing and Product Development Depar tment Positions Analysis (Support Process) Position Preview: Assistant Manager / Officer (Marketing Support Processes) are functional positions. The incumbents at these positions have the following respective responsibilities: Position Assistant Manager / Officer (Market Research) Indicative Job Activities Conduct baseline surveys on: - Customer demographic characteristics, - Socioeconomic indicators, etc. - Poverty indicators and the impact of FMFB affirmative actions on reducing poverty Conduct market research
Competencies Managerial - Not Relevant Organizational - Research methodologies basics - Data tabulation, analysis and interpretation - Survey techniques - Report writing
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) assignments on the following dimensions: - Customer satisfaction - Competition analysis - Product performance analysis - Etc. Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing Management Skills - Not Relevant Operational Process Skills - Research methodologies basics - Data tabulation, analysis and interpretation - Basic report writing - Market segmentation and demographic analysis Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Assistant Manager / Officer (Marketing Information System)
Capture, collate and report critical marketing-data, such as: - Trends in customer satisfaction and loyalty - Trends in customer complaints - Products performance (profitability) statistics - Customers relationship based profitability indicators - Etc.
End of analysis (Marketing and Product Development Department)
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Head Office Unit IV
Logistics, Security and Office Administration

1. i. Analysis
During our assessment discussion with the Manager had resonated high energy level and enthusiasm. We were informed that the department was formally responsible for Logistics, Security and Officer Administration. Although the department has quite diversified portfolio yet for all practical purposes it is a single position department with all responsibilities with the Manager. Such as procurement, contractors relations and liaison, payments, employees visa and other documentation handling, transport coordination besides handling security personnel. 2. Broad Recommendations
ii.
i.
Proposed Schematic Value Logistics, Security and Office Administration Department

Supervision and Coordination Process Process I Procurements, Inventory, and Issuance of equipment, and Handling contractors Process II Liaise with Govt. and other agencies for processing employees visas and work permits Process III Controlling security arrangements, company cars movement, and house keeping Logistics Performance Indicators: Ability to acquire and deliver quality equipment at competitive prices Ensure efficient visa and work permit processing Make robust security arrangements at all times Ensure legitimate usage and efficient maintenance of company premises and vehicles
Core Processes
Support Process ii.
Company Reception and Help Desk
We feel that the departments structure needs enhancement and a few more appropriately skilled employees are needed to augment the performance of this department. Thus we proposed that the departments activity portfolio is split into three clusters as process I, II, and III. Refer to the value chain above. We second the managers point of view that the charge of security matters and other activities i.e. logistics and office administration should essentially be with different persons. Therefore we recommend that the Manager should be made responsible for the overall supervision of the department activities. And he should be provided with at least two support staff (Officers) each for handling logistics, security and administration portfolios.
iii.
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iv.
We have no data to comment on as-is responsibilities of and/or tasks being performed by different individuals in the department. We feel that the department needs to have even more formalized structure therefore we propose roles and responsibilities of various positions afresh.
FMFB Logistics, Security and Office Administration Department Positions Analysis (Manager) Position Preview: Logistics and Administration Manager is an operations position. It entails multi-tasking. The incumbent is responsible to oversee/supervise Logistics, Security and Office Administration matters. Indicative Key Responsibility Areas: Management of office discipline, physical facilities, cleanliness and security within the office premises Liaise with other Departments in matters relating to logistics, office administration and security Liaise and negotiate with external service providers / contractors Oversee departmental processes Supervise support staff Competencies Managerial - Not much relevant Operational - Company policies, standard operating procedures and regulations concerning logistics, security and office administration - Visa / work permit policy and documents requirements - Intelligence gathering on potential security threats - Disaster management Organizational - Supervision - Organizing - Coordination - Decision making - Problem solving - Negotiating - Team play Professional Skills - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Indicative Job Activities Operations Activities - Overall management of the department and coordinate with other departments on relevant matters - Foster office discipline and ensure physical facilities, cleanliness and security in the office premises - Ensure compliance to company policies and external regulations in matters relating to logistics, security and office administration - Establish departmental procedures for procurement in concurrence with relevant department(s) - Negotiate and coordinate with external service providers / contractors - Contract renewals and payments - Supervise visa and work permit processing - Security planning and monitoring - Oversee office reception and help desk Supervisory Activities - Support staff supervision and mentoring
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FMFB Logistics, Security and Office Administration Department Positions Analysis (Support Staff) Position Officer (Logistics) Indicative Job Activities Procurements Inventory Issuance of equipment Hiring and handling contractors Competencies Managerial - Not Relevant Operational - Company procurement policy and standard operating procedures - Evaluate prospective suppliers credentials Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing Managerial - Not Relevant Operational - Intelligence gathering on potential security threats - Disaster handling Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and
Officer (Security)
- Security surveillance - Security planning - Security personnel duty scheduling
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COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing Managerial - Not Relevant Operational - Knowledge of visa / work permit policy and documents requirements Organizational - Coordination - Problem solving - Negotiating - Team play Professional - Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Logic, analytical and out of box thinking - Time management - Impression management - Business networking - Assertiveness - Communication - Business writing
Officer (Office Administration)
- Liaise with Govt. and other agencies for processing employees visas and work permits - Company vehicles movement control, House keeping
End of analysis (Logistics, Security and Office Administration Department)
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Proposed Competency Based Training Curriculum

1. Framework
At the onset it is imperative to understand that Training & Development are not the end but are the means to an end. The end is positive change in perspective and behavior that lays the foundation for improved performance. Training & Development are effective instruments of institutional development as well as behavior change. FMFB A management and AKAM came up with this vision to develop competency based training curriculum. It is about defining training contents in relation to position specific roles and the corresponding competencies. Doing this improves the likelihood of developing targeted capacities of the incumbents. In other words, it improves the training impact many times. The proposed training framework suggests following generalized behavioral-anchors and a four pronged curriculum structure. This forms the basis for defining standardized training curriculum across the FMFB A echelons. a. Behavioral Anchors
Professionalism (Discipline per se) Moral character; social responsibility; independence of thoughts and decisions; commitment; attention to details; harnessed motivation; realistic attitude; assertiveness; ownership; and, last but not the least predictable behavior and presentable personality Empowerment Job knowledge and skills; understand right and wrong; sense of direction; ability to make good decisions; know the outcome of ones own decisions and/or action; ability to think in terms bigger picture; and last but not the least, clarity of vision Profit Focus Focus on profitability; concern for effectiveness and efficiency; understand risk and their mitigates; ability to see opportunities and threats; ability to focus on banks interests Customer Focus Value for customers; empathy for their problems; concern for their solutions; and, responsibility towards customer Productivity and Proficiency Doing right things right; systems thinking; business rationality; regulatory and policy compliance; product and process knowledge and skills; and, time management Development Continuous learning and improving; expanding horizon; and, readiness to move to higher responsibility level b. Curriculum Structure
The proposed curriculum structure is split into four training portfolios, namely; Professional skills, Operational skills, Organizational skills and Managerial skills. Each training portfolio is further built on a modular approach. Major driving considerations are the followings: focus of training modules has been changed from generalized to targeted group by aligning the contents of each module to the projected competencies of a particular position(s),
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both training and development needs are considered in deciding the training contents, group size (economics) is also considered in deciding contents of the modules. Professional Skills It is geared to develop FMFB A signature behavioral competencies such as ethos, leadership, motivation, attitude etc., across the echelons. The curriculum is split into two modules. Operational Skills It is designed to develop specialized operational competencies in each business unit / department. The curriculum is split into three modules to address targeted learning needs at different cadres namely management, operational and functional. Organizational Skills It offers generalized menu of organizational skills such as supervision, decision making, team work, etc. The curriculum is split into two modules to focus on functional, operational and management cadre requirements. Managerial Skills This curriculum aims to develop strategic and corporate management skills with focus on specialization in different areas such as microfinance, SME, commercial banking, etc. It is exclusively targeted to senior managers and managers training and development needs respectively. 2. Proposed Curriculum
i. Microfinance Modules & Contents Professional Skills (Module I)

- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing Regional Managers & Above Branch Managers Dy. Branch Managers Loan Officers
Professional Skills (Module II)

Business Leadership Logic, analytical and out of box thinking Impression management Business networking Assertiveness and transactional analysis Business research and report writing
Operational Skills (Module I)
- Lending laws, regulations and practices in Afghanistan I - MF products and process knowledge - Selling - Customer service - Individual vs. group lending - Typical loan transaction cycle - Construction and analysis of business (financial) data - Problem loan management I
Operational Skills (Module II)

- Lending laws, regulations and practices in Afghanistan II - Internal control and risk mitigation processes
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- Credit / Investment analysis and administration process - Business Development - Operational efficacy and cost control - CRM process - Problem loan management II
Operational Skills (Module III)

- Market competition / performance analysis - Product development marketing mix and branding strategies - Risk appetite analysis - Internal controls and compliance framework - Pre sanction loan proposals review (Jointly in the credit committee) - Operations management and coordination
Organizational Skills (Module I)

Coordination Problem solving Negotiating Team bonding Goal setting Supervision and mentoring Organization Decision making Team building Training and Development
Organizational Skills (Module II)
Management Skills
- Strategic business planning - Business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility
ii. Small and Medium Enterprise Financing Modules & Contents Professional Skills (Module I)
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing Head SME Manager Sales Manager Risk Manager Compliance Team Lead Loan Officer

- Lending regulations, policies and practices in Afghanistan I - SME loan products and process Sohailuddin Alavi, DAIBP International Consultant in Capacity Building and Institutional Development (Pakistan)
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knowledge - Construction and analysis of business (financial) data - Selling & customer service - Loan proposal (Investment plan) development - Typical loan transaction cycle - Problem loan management I

- Lending laws, regulations and practices in Afghanistan II - Business development - Business feasibility preparation and analysis - Customers profitability analysis - Customer relationship management - Business and financial risk analysis - Loan structuring - Collateral valuation - Prudential regulations - Compliance (AML/KYC) regulations - Banks policy and procedure on loans underwriting - Banks policy standards and international best practices for loan management - Problem loan management II

- Market competition / performance analysis - Product development marketing mix and branding strategies - Loans / Investment portfolio strategies analysis - Risk appetite analysis - Internal controls and compliance framework - Pre sanction loan proposals review (Jointly in the credit committee) - Operations management and coordination

Management Skills
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iii. Commercial Bank Modules & Contents Professional Skills (Module I)
Head / Deputy Head
Branch Manager
Operations Managers
Account Officers
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing

- Banking laws, regulations and practices in Afghanistan I - Selling and customer service - CB products and process knowledge - Account opening and documentation - Compliance (KYC/AML) regulations - Financial accounting basics and branch accounting system

- Banking laws, regulations and practices in Afghanistan II - Business development - Customer profitability analysis - Customer relationship management - Operational planning, budgeting and monitoring - Internal controls, operational risks and their mitigates - Financial reporting

- Market competition / performance analysis - Product development marketing mix and branding strategies - Risk appetite analysis - Internal controls and compliance framework - Operations management and coordination

Management Skills
- Strategic business planning
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- Business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility
iv. Finance and Accounting , HO Modules & Contents Professional Skills (Module I)
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing CFO Senior Managers / Managers Assistant Managers / Officers


-
Book keeping Financial Accounting Financial Statement Analysis Payments / settlement policy and procedures - Customer services - Data base administration - IT disaster management and data recovery

- Financial planning and budgeting - International Accounting Standards - International Financial Reporting Standards - Financial statement conventions and formats - Financial statement analysis and interpretation - DAB reporting requirements and formats - Internal payments / settlement policy framework - Funds management - Compliance regulations and practices - Account reconciliation standards and techniques - Afghan financial sector laws and regulations for conventional and Islamic banking

Coordination Problem solving Negotiating Team bonding

- Goal setting
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Supervision and mentoring Organization Decision making Team building Training and Development
Management Skills
- Strategic business planning - Business policies and work environment - Bank Balance sheet Management & Basel Accord - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility
v. Human Resources Administration and Training , HO Modules & Contents Professional Skills (Module I)
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing Head / Deputy Head Senior Managers / Managers Assistant Managers / Officers

Business Leadership Logic, analytical and out of box thinking Impression management Business networking Assertiveness and transactional analysis - Business research and report writing

- Understand relevant HR policies and procedures - Writing research questions - Basic interviewing skills - Data tabulation - Computer skills

Afghanistan labor laws and regulations Integrating Business and HR Policies Human resources management Training management Compensation management Payroll and taxation Employees career, capacity building and succession planning - Behavioral assessments and interviewing

Coordination Problem solving Negotiating Team bonding Goal setting Supervision and mentoring Organization Decision making
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- Team building - Training and Development
Management Skills
- Strategic business planning - Strategic HR management, development and planning - Business policies and work environment - Operational planning and monitoring - Performance management and culture - Corporate governance and social responsibility
vi. Marketing and Product Development, HO Modules & Contents Professional Skills (Module I)
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing Head / Deputy Head Senior Managers / Managers Assistant Managers / Officers

Business Leadership Logic, analytical and out of box thinking Impression management Business networking Assertiveness and transactional analysis Business research and report writing Research methodologies basics Data tabulation, analysis and interpretation Survey techniques Report writing Market segmentation and demographic analysis basics Afghan financial sector laws and regulations for conventional and Islamic banking I Market research I Financial engineering and innovation Product development Product life cycle management Brand management Market segmentation and demographic analysis Advertising management and creative writing Operational budgeting I Program management Public relations Creative writing Afghan financial sector laws and regulations for conventional and Islamic banking II Market research II Marketing management and

-
Operational Skills (Module III) o
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strategies Financial engineering and innovation Product portfolio management Writing policies and procedures Public relations Operational budgeting II Coordination Problem solving Negotiating Team bonding Goal setting Supervision and mentoring Organization Decision making Team building Training and Development
Management Skills
vii. Logistics, Security and Office Administration, HO Modules & Contents Professional Skills I
- Leadership - FMFB values, norms and etiquette - Harnessed motivation and realistic work attitude - Time management - Communication - Effective writing Manager in Charge Officer Logistics Officer Logistics Officer Logistics
Professional Skills II
Operational Skills (Logistics)
- Company procurement policy and standard operating procedures - Evaluate prospective suppliers credentials
Operational Skills (Security)

- Intelligence gathering on potential security threats - Disaster handling
Operational Skills (Office Admin)

- Knowledge of visa / work permit policy and documents requirements

- Coordination
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- Problem solving - Negotiating - Team bonding

Goal setting Supervision and mentoring Organization Decision making Team building
Note: Training need = , Development need = o. Managers training needs are being perceived in a broader perspective. This will have two advantages. Firstly, it will develop holistic competencies improving their coordination and inter-mobility across positions. It will also be advantageous for their progression into management position in the future.
3.
A Short Comment on Available Training Modules
I had a quick review of the following available training modules to make a short comment on their adequacy or otherwise in the back drop of proposed training curriculum:
SME Loan Officer 100, General Banking Operations, Branch Manager 100, Customer Care 200, and Delinquency Management (Draft).
My first impression is that material is well presented and substantiated. However, much of the contents are focused on operational aspects leaving much room for additions. For instance, within the operational training, modules topics on operational management such as operational planning and budgeting, operational monitoring, etc. need to be added. Likewise, modules on Professional development I & II, Organizational Skills I & II and Management skills need to be developed from zero base. Furthermore, there is also a need for developing operational training modules for HO departments. A scant chart below summarizes the adequacy of available training modules:
Management Skills SME Group Head of SME Risk Manager Sales Manager Compliance & Admin Manager Team Leader LO / SLO Commercial Bank Head BM / Op M Deputy BM Account Officers
Organizational Skills
Business Process Skills
Professional Skills
BM 100 (50 60%) NA NA Cust. Care 200 (60 70%) SME LO 100 (60 70 %)
NA NA
BM 100 (50 60%) Cust. Care 200 (60 70%)
GB Operations (60 70%)
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BANK Microfinance Regional Manager Branch Manager Deputy BM Loan Officer
NA NA
BM 100 (50 60%) Cust. Care 200 (60 70%)
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Proposed Framework
Equitable Salary Framework

1. Context
FMFB A is relatively an emerging organization in the group. Its growth has been phenomenal over the last decade. The company grew horizontally as well as vertically. While the company was adding new businesses, systems harmonization was missed out consequently multiple titles are now being used for all the more similar positions in different parts of the company. For instance, in its conventionally core business i.e. Microfinance rather a tall hierarchy exists consisting of Head of Microfinance, Deputy Head, Branch Manager, Deputy Branch Manager and Loan officer. Subsequent to the merger of a sister concern the position of Regional Managers was also created by default to absorb the incumbents operating as Regional Managers in the sister concern. Ironically their roles along the functional line (value chain) were never defined. SME has been the out shoot of Microfinance however, it operates with much flatter hierarchy. It consists of Head SME, Sales/Production Manager, Credit Risk Manager, Compliance and Administration Manager, Team Lead and Loan Officer. In addition to these positions there are Recovery managers and officers as well. Commercial Banking is a much later addition with limited operations. The positions in the Commercial Banking consist of Deputy Head CB, Branch (Operations) Manager, Deputy Branch Managers and Account officers besides head teller and tellers. At the head offices the titles are all the more different. Usually the overall in-charge of a department/division is the Head with managers, deputy managers and officers working under him. Yet in a few departments the head himself is designated as Manager with Assistant Managers and officers working under him. It is interesting to note here that a system of cadres does exist in parallel to these positions but is not well harmonized in the system. Although emergence of multi positions is very obvious and rather natural, it is about time to standardize the positions along some companywide standard cadres. The advantages would surely exceed the cost. In the first place, this will provide objective basis for determining compensation equity* and help reduce employees dissatisfaction. Secondly it will provide informed basis for planning job rotations within and across the functions. Thirdly, it will help prepare realistic career paths and development rosters for the incumbents. Last but not the least, it will improve the achievement motivation as the incumbents can relate their promotion from one cadre to another with their achievement aspirations.
Compensation equity has many faces. Firstly, it refers to equal compensation for similar work; secondly it entails equal compensation for similar positions in different departments; thirdly it requires equal compensation for the same positions in the industry; fourthly it envisages equal compensation for similar work notwithstanding to gender or any other difference; finally it suggests equitable variation in compensation for different work.
2. Proposed Cadres
We propose a three tiered cadre system. The major consideration in doing so was to enable incumbents to relate their compensation with work scope and responsibility. We hope that this realization will improve incumbents work ownership and focus. Moreover, it will harness their psychological contracts in line with organizational goals. The proposed cadres are Managerial, Operational and Functional. Managerial cadre includes positions that entail typical managerial perspective and competencies. Such as strategic planning and management of a business unit, work environment management and performance management. It is imperative to note that managerial tasks are rather high level organizational processes and should not be confused with administration.
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Operational cadre includes positions that entail proficiently supervising day to day operations. Such as controlling business processes within a standard operating environment and policy framework. Functional cadre includes positions that entail front and back end execution and service delivery processes. Such as selling, customer service, back office transactions, etc. Cadres Titles Key Responsibility Areas Roles Managerial Business Head / Deputy Business Head In-charge of a Strategic Business Unit Business strategy & policy, Operations management, and Performance management Management skills Operational skills Organizational skills Professional skills Operational Senior Manager / Manager In-charge of core process(es) Operations, Supervisory (optional) Functional Deputy / Assistant Manager, and Officer In-charge of support process(es) Performance / execution of routine tasks
Critical competency areas
Operational skills Organizational skills Professional skills
Operational skills Basic organizational skills Professional skills
3.
Proposed Compensation Equity Framework
Many organizations are being challenged to establish equity in compensation across the cadres. Ignorance or inability to achieve equity leads to serious employee performance and commitment challenges. Such as low morale, rivalry amongst employees, lack of commitment, general dissatisfaction all affecting productivity and performance. Secondly, it distorts the employees psychological contracts hence their ownership and responsibility towards their jobs. a. Generalized causes of compensation inequality: i. Multiple streams of employment contracts ii. Unwarranted lateral inductions iii. Position based pay structure: salaries are determined on the basis of employees stature rather than output iv. Ranker organizations usually end up paying more and more to their long serving employees without regard to their respective output v. Unstructured annual increment process: Individual employees are able to secure increments on the basis of their halo effect and/or bargaining position. vi. Last but not the least, discriminatory practices such as men vs. women, favoritism, etc. Emergent Compensation System: Pros and Cons
b.
In modern days, organization have innovated several variants of compensation to improve at least perceptual equity. Some variants are briefly listed below: i. Pay for Performance
This regime has its roots in the famous Management by Objectives theory articulated by Peter F. Drucker a renowned management expert. It aims to connect compensation directly with employee performance. Per se this regime offers an acceptable basis of equity. However, it is something that is easy to say but rather impossible to do in the letter and spirit. While it encourages employees to perform more and more if they wish to earn more. Yet,
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the irony is the system allows people if they wish to abuse it by manipulating their marginal performance into a big performance. Consequently, employees focus on quantitative performance while ignore the qualitative side. For instance, a Credit Manager would sell more and more loans and to do so s/he will not consider which are less riskier and which are more riskier borrowers. Thus would end up selling more but high risk loans. Another serious dilemma attached to this regime is that at many instances performance measurement is much subjective leaving room for window dressing and articulation. ii. Market Based Salaries
This is relatively a new variant primarily introduced by the organizations to justify lateral hiring at much higher salaries than what is being paid to existing employees at the same position. In essence it allows organizations to attract employees from their competitors with ease for all the competitive reasons. Firstly, observation has shown that this approach does not provide long term competitive advantage. Real beneficiaries are the employees who take advantage of this and always sit at the fence looking for even higher salary in the market. Eventually a price war is ignited in the market which effectively erodes profit margins for every organization. Even more importantly, presence of such employees cause wide spread dissatisfaction amongst the existing loyal employees. In fact they begin to think that they are being deprived of their rightful rewards. Not only this but at times they also think that the organization is punishing them for their commitment and loyalty by paying less compensation than the new hires. iii. Qualification Based Salaries Traditionally organizations used qualification and skill set as a prime basis for determining salaries across. Although it provides an objective basis for establishing equity amongst employees, however, ironically studies have proved that employees productivity and competence does not always correlate positively. Another significant problem with this system is that employees tend to give more attention to improving their qualification and skill set without any concern for on the job performance and productivity. iv. Proposed Framework for Determining Equitable Salaries Prevailing salary system at FMFB Afghanistan complex and is difficult to be perceived equitable by the employees. Moreover, it does not provide simple and objective basis for determining increments of the incumbents. In short the prevailing system is rather perceived discretionary rather than objective. It is rather difficult to replace the existing system at once. What seem more feasible is to start deliberating upon different alternates with the focus on problems in the prevailing system. In this regard, two alternate systems are being presented below for deliberation. It needs to be kept in mind that these alternates are good basis for moving in the right direction rather than something ready to be implemented as-is. Major considerations in formulating these frameworks are to instill higher degree of reliability and validity, per se. The term reliability refers to the degree of consistency in determining salary by different individuals, especially employees themselves rather independently of each other. Validity refers to the effectiveness of the system in achieving equity both in real and perceptual terms. Alternate One: Salaries should be identifiable with respective cadres, salaries should compensate for the results (accomplishments, innovation and discipline at work) and amount of responsibilities of the incumbents. Other considerations are: length of service, amount and diversity of experience (exposure), proficiency (professional skill set and knowledge), and perspective at work. Variables can change without altering the framework.
BANK
Gross salary is broken down into three components: a. Primary salary is based on the representative cadre of the incumbent. It is envisaged that salary range is determined in each cadre and the incumbents salary is ascertained inside the range based on his or her seniority in the specific cadre. This component will ensure equality across the functions and equity across the cadres. It is expected that an average incumbent shall stay in one cadre for not more than six years. However, fewer plateaued incumbents are expected in each cadre. They will have their primary salaries capped once they attain maximum till the time they are moved into next cadre. Yearly increments are predetermined.
Competence Salary Performance Salary Primary Salary
b.
Performance salary is based on the moving average points that incumbents earn on their performance evaluation over the preceding three years. The impact of improvement or decay in the recent years ranking on the performance-salary will be partially neutralized by previous years performance ranking. Hence it is hoped that an exceptional (biased) performance ranking in a year does not affect the performance salary in the direct proportion. Competence salary is based on number of variables such as amount and diversity of experience (exposure), proficiency (professional skill set and knowledge), and last but not the least all perspective at work. The incumbent is given quantitative values for each variable. This value does not change over time except for acquiring new skill set and knowledge through training programs or academic qualification and of course if an incumbent demonstrates marked improvement or decay in his or her perspective then will amend the value assigned accordingly. Mechanics (Exemplified) Cadre Salary Range: - Managerial Cadre Min. 300 325 350 375 400 Max - Operational Cadre Min. 250 265 280 295 310 Max
c.
d.
- Functional Cadre
Min. 150 160 170 180 190 Max
Performance Points & Corresponding Financial Values - Managerial Cadre Points 10 30, Financial Value 1 Point Equals 5 - Operational Cadre Points 10 30, Financial Value 1 Point Equals 3 - Functional Cadre Points 10 30, Financial Value 1 Point Equals 2 Competency Points & Corresponding Financial Values: - Qualification Points Post Graduate 10, Graduate 8, Under Graduate 6, Twelve Grade 4 - Trainings Received Points 05 points for attending trainings equivalent to one credit hour. Maximum 25 points - Exposure Points 2 points for each trade. Maximum 10 points - Perspective Points Range Min 2 point & Max 10 points (Financial Value: I point = 5)
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e.
Demonstration (Hypothetical Employee Data) Employee 1 Representative Cadre Managerial Performance 15 Qualification Graduate = 08 Trainings received 1 Credit Hr. = 05 Exposure 2 Trades X 2 = 04 Perspective 06 Salary Calculations (Hypothetical) Employee 1 Primary Salary Performance (15 X 5) = Qualification (8 X 5) = Trainings received (5 X 5) = Exposure (4 X 5) = Perspective (6 X 5) = Gross Salary
Employee 2 Managerial 10 Under Graduate = 06 2 Credit Hrs. = 10 4 Trades X 2 = 08 06 Employee 2 325 75 40 25 20 30 515 (10 X 5) = (6 X 5) = (10 X 5) = (8 X 5) = (6 X 5) = 375 50 30 50 40 30 575
The above framework is rather simplistic. It does not take into account the need for salary differentiation at similar positions across two or more functions, such as operations, marketing and administration. The underlying rationale for this is to ensure team spirit per se. However, it is hoped that the scales are constantly benchmarked against market value to ensure fair rewards for all without bias. Furthermore, it is aimed to reduce subjectivity and discretionary orientations observed in the prevailing system. Unlike the prevailing system, this tentative framework is based on rather discrete variables such as responsibility area management, operational or functional that is represented by the cadre, moving average performance points, education and training, etc. The additional advantage of this framework is that the incumbent can hardly disagree with what salary he or she is paid, for the framework is quite quantified and transparent. Thus it is hoped that this will lead to greater equity perception amongst the incumbents. Alternate Two: An attempt is being made to propose a hybrid system, which takes into consideration the given criteria of Aga Khan Development Network (AKDN). In our understanding the AKDN follows a holistic reward system that consists of salary, financial and non-financial benefits, development and growth (promotion). Hence, it would be right to assume that AKDN envisages equity from an overall rewards perspective. However, in this document our focus shall be on the salary component only. The salary criteria is primarily based on value index of job contents besides other variables such as locus of the job (marketing, operations, administration) and the representative cadre which is position on the hierarchy and length of service, etc. Moreover, qualification is considered as means to learning. Interestingly, experience is also rightly considered as an alternate means to learning. Hence instead of giving direct weightage to qualification, its due weightage is duly reflected in its manifestation i.e. demonstrated knowledge and skills. Proposed framework: A two tiered criteria is being proposed, which takes into consideration the AKDN system. Accordingly, first component of the gross salary i.e. primary salary would be reflective of the representative cadre of the incumbent. This component will ensure equality across the functions and equity across the cadres based on
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responsibility areas and seniority, as in the case of the first alternate. The second component of the gross salary is Job-Value-Index (JVI). It is rather a complex process which attempts to assign a numerical value to each job component (corresponding knowledge and skills). The numerical values for all the components of the job are aggregated and translated into a financial value. Although it seems a compatible alternate framework, however, it is feared that subjectivity and discretion legacy is carried forward. Hence, its reliability is lesser for it proffers difficulty for incumbents to assess their fair and equitable salaries in a consistent manner.
Job Value Index Gross Salary Primary Salary
Demonstration: Let us demonstrate the above framework using hypothetical positions of an Operations Manager and Administration Manager. Their job related data is given below: Step I
Critical Skills Sets and Knowledge Compliance Planning Analysis Communicat Coaching Job Value Index and and Dec. and Prob. ing and and Personnel Making Solving Influencing Mentoring Operations Head 2 3 3 1 3 3 3 2 Marketing Head 3 2 2 1 3 3 3 2 Administration Head 1 1 1 3 2 2 2 1 Note: The above calculations are hypothetically arrived. Recommended method is to use Delphi group analysis consisting of line managers Scale: 3 high, 2 average, 1 low Profit Critical Result Areas Efficiency Control and Coordination
Step II
Data Representative Cadre Job Locus Job Value Index Operations Head Management Operations 20 Marketing Head Management Marketing 19 Administration Head Management Support 13
Step III Operations Head Primary Salary JVI Salary Gross Salary (20X10) 350 200 550 Marketing Head (19X10) 350 190 540 Administration Head (13X10) 350 130 480
Assumptions: a.
All the employees are assumed at the same cadre scale point i.e. Managerial Cadre Min. 300 325 350 375 400 Max JVI (1 point equals 10 USDs)
b.
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Tentative Implementation Matrix

Goal: To augment (FMFB A) systems, structures and people capacities in line with Corporate Strategy.
Steps Solicit Boards Patronage and commission the project Actions Develop Business Case Propose Project Management Organization Outcomes Cost and benefits demonstrated Key stakeholders, positions and their roles established Risks Project intricacies and/or implications are distorted Ineffective nominations may derail the project. Too many or fewer stakeholders involvement may lead to bureaucracy or ineffectiveness, respectively Unrealistic / too much conservative assump-tions may lead to cost over run Dysfunctional assumptions. Difficult to visualize need. Personal interest or positions may conflict with the project spirit. Participants move on to defensive stance. Fear of failure. Hybrid of old and new structure emerges. Legacy mindset persists.
Prepare financial budget for the implementation Integrate with Corporate Goals and Strategies Strategic Workshop
Implementation cost projected / approved Participants link the recommendations with Strategic goals, Participants buy-in the concept and give their commitment, Road map developed Concerns removed, Everyone on one page, Recommendations agreed upon. Departmental performance indicators identified, Position based roles and their interdepend-encies established Jobs redefined in line with the recommendations
Thrash out the recommendations with each department Pilot in a department or section Restructure the department as per the recommendations
Revisit job descriptions with KRAs and KPIs in line with the new roles
Induct person in competency based trainings Reorient the appraisal criteria Review the achievements and failures Assess change in departmental performance Assess the change in employee performance and satisfaction level Replicate in other parts of the organization
Relevant competencies developed
Appraisal parameters aligned with emerging roles Short comings identified
Hybrid of new and old job profile emerges. Legacy mindset persists. New job descriptions not clearly understood by the incumbents. Fear of failure. Difficulty in unfreezing mindsets. Difficulty in learning. Policy limitations.
Short comings identified
Subjectivity (Halo / Horns Effect). Unusual external factors deter success. Subjectivity (Halo / Horns Effect). Unusual external factors deter success.
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BANK

Competency Based Training Needs Analysis Oct 2012 (2ND version)

Positions, Activities, and Competencies Analyses

Sohailuddin Alavi, DAIBP

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION) 56

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Project Objectives and Scope

This project is sponsored by AKAM Training Academy.

To: From: Dated:

Subject: Proposal for Competency Analysis, Profiling and Benchmarking.

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Redefine tasks for each position vis--vis value chain

Prepare a draft on revised task profile for each position

Focus Group Discussion

Identify relevant training curriculum for each position

Finalize competency profiles and training curriculum and submission of report.

Meeting / discussions with CEO and respective business heads.

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Quantitative benchmarks for compensation equity across the positions.

Develop conceptual model

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Summary Analysis and Recommendations

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Critical competency areas

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

i. Suggestive Value Chain of MF Operations*

MIS: DAB and Internal Reporting Social Impact Analysis

*This value chain reflects front end processes only

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

End of analysis (microfinance unit)

Small and Medium Enterprise Financing

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Suggestive value chain, SME Operations

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

End of analysis (SME unit)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Strategic Business Unit III

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Detailed analyses, corresponding competencies and recommended trainings follow.

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Head Office Department I

Finance & Accounting

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

End of analysis (Finance and Accounting Department)

COMPETENCY BASED TRAINING NEEDS ANALYSIS OCT 2012 (2ND VERSION)

Head Office Department II

Human Resources Administration and Training