INTRODUCTION:

I am currently working for NBFC Non-Banking Finance company, founded in 1997. My company is international
consumer finance provider with operations in 9 countries. We focus on responsible lending primarily to people
with little or no credit history. Our services are simple, easy and fast. We introduce the world’s unbanked to
regulate financial products by offering seamless loan application, fast credit scoring and a positive borrowing
experience for consumer durables purchase.

Vision and Mission - We aim to provide our customers with seamless access to funding, available anywhere where
customers need financing. We aspire to be:
 An innovative, technology-driven lender with omni-channel distribution and easily accessible and
affordable products.
 The lender offering customers a positive and safe borrowing experience and helping them to realize their
dreams in a financially secured way.
 A company that provides its employees with stable and engaging jobs, empowering them to innovate,
inspiring an agile approach to lending and encouraging their career progression.

In the last 2 years, because of Pandemic company has been trying to emphasize on innovation and cost-effective
strategies so that our customers should not get affected and without cutting manpower we can take optimum
utilization of technology and make employees motivated. To meet the set objectives due to current market
dynamics and stick to organizational goals a brief is explained below in a form of strategy map that will connect
the HR objectives of our organization to the overall objective, thus making HR a strategic business partner.
A strategy map is a visual representation of an organization’s overall objectives and how they relate to one
another. The map is created during the strategic planning process and is used as a primary reference material
during periodic strategy check-in and review meetings. It is one the main components of the balanced scorecard
methodology.
A typical strategy map organizes objectives into four categories, or perspectives. These perspectives were
developed by Doctors Robert S. Kaplan and David P. Norton as part of their Balanced Scorecard framework for
strategic planning and management. The four perspectives for organizations include:
 Finance
 Customer
 Internal Processes
 People/Learning & Growth

Strategy maps help you identify key goals and uncover gaps in your strategy before you set anything in stone and
initiate execution. These maps also help display how intangible company resources, including employee
knowledge and customer relationships, generate strategic value.
One can use strategy maps to test methods of achieving your goals. Perhaps most importantly, strategy maps give
employees an understanding of how their jobs contribute to top-level, strategic goals. When teams know their
efforts are contributing to the organization’s overall goals, it’s a huge productivity driver and morale booster.

This item's classification is Internal. It was created by and is in property of the Home Credit Group. Do not distribute outside of the
organization.
Thus, the benefits of using a strategy map include:
 It provides all the relevant information for decision making in a one-page document.
 It contributes to identifying and linking together the critical internal processes, human resources,
information that deliver the value proposition of the company.
 It allows managers to assess the achievement of strategic objectives and to allocate resources only towards
the initiatives that support the strategy.

Strategy Maps are designed to ease decision-making, offering its users the opportunity of understanding how to
make the most out of its internal processes.
Below is the illustration of Strategy map that primarily links our HR department to the company’s strategic drivers
and thereby establishing a direct relationship between what the owners of the company want and the HR efforts.
Increase in Sales High NPS
Increase in Collection High CSAT Scores
Reduction in Talent Acquisition Cost Satisfy Needs
2 Weeks Cooling off Period

Financial Customer

Learning
Internal
and
Process
Predictive Dialing
Underwriting Strategies Growth
Cross Functional Learning
Inernal Promotion
Back Office Operations Vertical and Horizontal Ladder
New Product Launch Job Shadowing

Perspectives Objectives Measures Targets Initiatives

Financial 1. Increase in Digital Increase in 10% of Implementation

Sales Transformation loan application of Paperless
logins Application
(Logins without
entering
documents detail
manually)
Increase in
2. Increase

This item's classification is Internal. It was created by and is in property of the Home Credit Group. Do not distribute outside of the
organization.
 Customer Reworking customer’s Prefiltering of
Approval Underwriting approval rate by niche customers
Rate strategy 15% profile and
increased their
approval rate.
3. Reduction Internal Increase in
Interested
in Talent Promotion, Job Employee Employees were
Acquisition Shadowing Productivity by
given an
Cost 10% within
opportunity of
available range of
Job shadowing
employeesand based on the
competencies and
SLA Completion assessment
Customer Customer criteria they were
Client Satisfaction
Satisfaction internally
Rate
SLA achievement transferred.
Satisfy Business
Client Feedback 90% and above
Needs
Client Satisfaction
Increase Client
rate of 75% and
Value
above
Spot awards for
Client Positive SLA completions
feedback of more
KPIs focusing on
than 90%
Client Satisfaction
Internal Monitoring Utilization Rate Average Effective Resource
Productivity Utilization of 85% Management
and above
Project Project
PMI Certifications
Management 65% team Management
Usage of Data certified in Project Certification
Digital
Analytics and IT Management incentive
Transformation
Audit
65% and above Trainings on Data
client Analytics and IT
engagements to audit
use Data Analytics implementations.
and IT Audit
People / Learning Attracting Best Talent from top 60% recruitment Campus
& Growth Talent local universities from top relationships with
universities top Universities
Retention of high Retention rate
performers Retention rate of Coaching and
more than 65% of mentoring of high
Rewarding
Rewards high performers performers
Innovation and
Best Client No. of rewards Rewards program
interactions given implementation

This item's classification is Internal. It was created by and is in property of the Home Credit Group. Do not distribute outside of the
organization.
This item's classification is Internal. It was created by and is in property of the Home Credit Group. Do not distribute outside of the
organization.