2 ways

• Analysis • Vision & Mission

• SWOT, PEST…

• Strategic goals
• High satisfaction

• Smart Objectives
• Reduce the turnover

• KPI (Target)
• % Turnover vs. last year

• Targets
• Milestones Monthly basis
 ???Questions we need to ask
for building a strategy???
• Where we are now?
•
• Where we want to be?
•
• What are the driving forces?
•
• What are the obstacles?
•
• What is the action plan for each one?
•
 Our SWOT Analysis
Strengths Weaknesses
Open door policy Inter-departmental communication
Academically qualified team Organizational experience
Well established employee rules and regulations Team-to-team accessibility
Work overload
Solid perception of training function Absence of strategic plan
Onboard social counselor Inherited bad reputation
Committed team Incomplete range of products
Strong education policy Lack of HR policies and procedures
Competent interviewers Absence of performance measurements
Young average age Incomplete salary scale
Top management support Understaffed
Good organizational structure Biased gender distribution
Strong Management Development Program Absence of HRMS
No budget
Flexible training budget
Opportunities Threats
Careers in local and regional HR Sudden government regulations
Employee awards & rewards
Links with HR forum Poaching by other HR departments
Hotline / Suggestion box / complaint box
Gulf boom – migration of talent
HR newsletter
Nursery facilities / Health Counselor
Surge in recruitment demands
Retirement planning
Widening gap of inter-organizational
Cost cutting schemes (part-timers, outsourcing) communication
l
Our Key Result Areas
• Recruitment & • Benchmarking,
Selection Quality &
Efficiency
• Training & • Cost Control
Development
• Communication
• Compensation &
Benefits • Strategic
• Performance Partnership
Management
• Reward, Motivation &
Growth
 Our Vision & Mission
Vision
To be the bank’s strategic partner recognized for being a benchmark in the
selection, motivation and growth of human capital.

Mission
We will be the employer of choice focused on selecting the best talent.

We will motivate our people (human capital) through continuous growth as a result of
training and development.

We will recognize high performers by applying cost effective reward schemes.

We will be professionally recognized for being a benchmark in our standards of

quality (industry).

We will position ourselves as a strategic partner through our constant and transparent
communication with our stakeholders.
Strategic Theme KRAs KPIs Target

Total compensation & benefits / Total revenue

Financial Compensation & Benefits Ratio of HR expenses by function

Ratio of medical reimbursement

% of Employee Satisfaction by HR function

Motivation Turnover rate by job category

Total training man days by employee

Customer

# of potential successors by key position

Growth Ratio of vacancy filled from within

Ratio of potential middle managers

Ratio of HR staff to total employee population

Internal Efficiency % of projects completion by HR function

Score on audit rating

% of HR Certification from Society of Human Resources

Learning Quality Number of monthly unit meetings

Number of HR outdoor activities

Strategic
KRAs KPIs
Theme
Total Recruitment & Selection cost / Total HR Expenses

Financial Cost Control Direct cost per new hire by category

% of external recruits by source

% of people completing probation period

Customer Selection % of appointed interns
% of internal job posting / total vacancies

Recruitment # of participation in career fairs / Total fairs

Ratio of accepted offers

Interview per offer ratio

Internal Time to fill
Selection
Time to start

# of selection processes per new hire

Response rate / internal & external posting

Learning Quality % of CBI certified HR professionals

Strategic Theme KRAs KPIs

Total Training cost / Total HR Cost

Cost Control Ratio of Internal training expenses to External training expenses

Average Training cost per employee

Financial
Educational Sponsorship Cost of continuing education per employee

Total cost of Special Training Programs to Training cost

Special Training Programs
Cost of Special Training Programs by participant

Percentage of enrolled employees in continuing education

Coverage ratio

Training & Development Percentage of training hours per employee over total working hours

Percentage of training by subject

Ratio of In-house to external training

Customer

Communication % of training broadcast per month

Educational Success rate

Growth
Percentage of participants completing special training programs

OJT completion rate

Internal Quality
Customer satisfaction per training program(OJT, Workshop, STP)

Number of training hours per HR employee

Learning Training
Ratio of HR training hours to total training hours
 KRAs KPIs

Cost Control Total systems expenses / Total HR expenses

Cost of delay
People Soft Cost of customization
Cost of related training

Number of training hours per end user

Training
Number of broadcasted projects /Total

New product development time to plan

% People soft modules installed
Efficiency Job Description factor
Job Evaluation factor
% of automated processes

Number of participation in training activities

Quality
Strategic Theme KRAs KPIs
Total ER expenses to HR expenses

Financial Cost Control % of savings in Recruitment budget

Savings on layoffs

Communication Coverage of employee meetings

Absenteeism rate
Turnover Rate by job category
Motivation
Tardiness
% of promotions
Customer
# of potential successors by key position
Growth Ratio of vacancy filled from within
Ratio of potential middle managers by function

% of grievances handled
Quality
Average time for grievance resolution

Compensation & Benefits Benchmark compensation

Internal
Quality Internal time to fill

Learning Communication Coverage of unit meetings

Strategic
KRAs KPIs
Theme

Total PA expenses to HR expenses

Financial Cost Control
Average PA expenses categorized by employee

% of employee reports broadcasted

Communication
Ratio of communicated PA related products / total HR
projects and events

Response time per request

Internal Quality
Rate of missing punches

Meetings within PA unit

Learning
# of related training man days
 KRAs KPIs

Total Employee Cost / Total revenue

Cost Control Pay and Benefit as a percent of total revenue

Compensation & Benefits expenses to HR expenses

% of Benefit cost to total overhead

Compensation & Benefits Average benefit cost / employee

Ratio of overhead per job category

Communication # of communicated benefits and allowances

Efficiency % of on time payroll

# of participation in related training activities

 Financial Customer Internal Learning Total

HR Manager 3 6 3 3 15

Recruitment &
3 3 7 1 14
Selection

Learning &
6 8 2 2 18
Development

Organizational
4 2 5 1 12
Development

Employee Relations 3 10 2 1 16

Personnel
2 2 2 2 8
Administration

Payroll & NSFF 6 1 1 1 9

Total 27 32 22 11 92