Download - African Bank

Social matters continued
collections business knowledge and
skills. Staff are given the opportunity to
study and answer questions on the
material provided by playing a board
game – very similar to Trivial Pursuit.
Questions asked relate directly to
business operational requirements, legal
knowledge, regulatory issues, eg MFRC
rules and the code of banking practice,
interspersed with sports-related
questions to add a unique and
competitive aspect to the game.
At Credit Indemnity, a team of eight
trainers goes out regularly to branches to
effect on-the-job and group training to
ensure all staff meet the high standards
of service set by the division. Since
March 2003, a major re-education drive
has been initiated, called productivity
and quality training, where trainers are
re-upskilling all staff members with
a minimum skills set programme.
To date, seven training modules have
been rolled out, including customer
consultant, teller, ADRA (Association
of Debt Recovery), credit control, client
service, principle-centred leadership,
Excel, Word and Outlook.
Supervisory level
At supervisory level, employees are
catered for with a programme called
the Supervisory Development
Programme (SDP). It focuses primarily
on supervisors and/or employees
who display the potential to supervise
staff. The content addresses the issues
of leadership, communication, ethics,
values, conflict management, etc.
This year, the programme reached
approximately 150 employees within
the group.
Junior and middle management level
Within the ranks of junior and middle
management, two courses remain
popular: the Fast Track and Management
Advance Programmes. Both yielded
good returns on skills upliftment:
Fast-tracking Management
Programme – suited for individuals
who do not have a formal academic
(tertiary) qualification. To date,
80 people have been trained over a
three-year period.
African Bank Investments Limited 82
Management Advance Programme
(MAP) – this course is facilitated by
The Graduate Institute of
Management & Technology (GIMT).
The programme focuses on strategy,
operations, marketing, finance and
HR. Fifty employees have
completed this programme over the
past two years.
The bank initiated a fast-track process
with certain employees with leadership
potential, both PDI and non-PDI. The
process is focused on fast-tracking the
individuals into management positions
or upskilling them to become more
productive. Over the past year,
85 candidates have been identified
for further development.
Training and development
implementation also takes place within
the various business units. Due to the
company’s geographic spread, HR
trainers are located in all the regions.
Over 30 different internal and external
courses, from business to soft skills, are
available to staff. The most frequently
used programme is the sales orientation
training. This programme focuses on
training sales consultants to ensure they
secure potential clients.
Additional training includes induction,
diversity, and Aids awareness. Through
the process of divisionalisation, the
company is cross-pollinating best
practices to ensure that the training
methodology will become a benchmark
for the micro-lending industry.
The bank is applying for Investors in
People (IiP) accreditation through
Bankseta. IiP is an international
standard which recognises the
organisation’s commitment to the
development of the business through
the development of its people.
To comply, the process includes a
formative assessment which is due
to be completed by December 2004.
Survivor project
Credit Indemnity launched a successful
staff development programme, called
Survivor, where the total staff
complement of 940 employees attended
outdoor camps for a full 24-hour
experience, covering a period of seven
months. Staff were challenged to
perform outdoor activities such as
absailing, river rafting, mountain
climbing, etc. The time was used
effectively to relate experiences to client
service and to create an understanding
of the importance and value of
communication and synergy.
The project has promoted and
encouraged working relationships
between employees and clients and has
raised the self-esteem and belief in
individual contribution to the
organisation.
Diversity training
Diversity training is ongoing throughout
the group. The course is in the form of a
one-day workshop with a diverse group
of 20 learners at each session and deals
with issues such as ethnicity, prejudice,
globalisation and employment equity.
Going forward, a second-level
programme on managing diversity is
being prepared.
Transformation, employment
equity and diversity
A national employment equity forum
was established in April 2003. It is a
diverse forum with representation from
all levels in the bank. Regional forums
have been established within each
business unit.
The bank is serious about equity and
transformation. In line with the financial
services industry, it still faces challenges
on equity and transformation.
At present the group is well positioned
and competitive in the entry and junior
to middle levels of staff. At senior and
executive levels, reasonable progress has
been made. It is committed to making
further meaningful progress by either
appointing or promoting black and
female candidates over the next period
as it strives to improve equity.
Compensation, benefits
and incentives
The group has several initiatives in place
to ensure it attracts and retains the