In This Report - Banco Mercantil

38
Human Resources
At the close of 2010, the Bank counted on a team of 755 talented and dedicated professionals
with the ability to adapt to the challenges of an uncertain economic climate and the continuously
evolving needs of the customer. The contribution of each employee is an integral part
of the Bank’s success in implementing its business strategies, its continued financial strength
and its steady growth. Resources were allocated to strengthen the staff’s role in carrying out
the Bank’s integrated business model and its strategic vision. And to continue to keep a high
level of staff engagement, the Human Resources division focused on career development
opportunities for employees and programs designed to build an even greater place to work.
To create the most meaningful work experience for employees, the Bank administered a survey
to gain insight on employee satisfaction. Conducted by an independent third party, the survey
identified dimensional strengths and opportunities for improvement. From the survey,
the Bank has quantitative data that indicates that employees are highly satisfied with their
employment experience.
Learning and Development
The Bank is committed to the development of employees’ skills that will maximize their contributions
to the organization’s financial performance. In 2010, Learning and Development
focused on providing the knowledge and necessary tools to enhance the cross-selling potential
within every business unit.
The strategy focused on building closer and stronger relationships with customers and
increasing knowledge of the Bank’s products and services. The “Mercantil Commercebank
Investment Services - Helping our Customers Reach their Financial Goals” program, delivered
in-house, provided over 80 Domestic Retail Banking professionals with an in-depth
understanding of the Mercantil Commercebank Investment Services product offering. The
program helped the Bank grow its internal and external network of investment referrals in the
domestic and international markets.
During the year, Learning and Development continued to implement the Employee Engagement
Program (“PIE”) launched in 2009. The program prepares managers to more effectively
identify, develop and allocate human capital. Employees proactively engage in identifying
their own path to reach their future career goals and fully develop their talents. As part of this
strategy, a Career Development Questionnaire was administered in the second part of 2010.
The tool, offered to employees at all levels, marks the Bank’s first corporate-wide career
development effort and creates a benchmark for career growth planning.
Annual Report 2010