Commercial Bank of Ethiopia

Human Resource Division

Strategic Transformation Initiatives

Summary Report

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 September, 2022

#1. Clearly define roles for all talent management functions and a well-
coordinated competency-based system

Objective of the recommended initiative- The main objective of the initiative

is to redesign the roles and responsibilities of each talent management function,
to ensure both clear ownership of each part of the Talent Management process,
to evade unnecessary confusion, to ensure efficient and effective, to clearly
define and design KPIs for individual units, as well as the HR division as a whole,
to identify integration area and to create clear communication between HR
teams.
The current status of the initiative – The current status of the initiative is
about 81.22% level of accomplishment up to date.

Major deliverables – In line with major accomplishment so far completed, the

following are ready for execution:

 Major roles and responsibilities of each HR function clearly identified;

 Talent Management Functions that need role clarity were identified and
incorporated in draft HR Procedure;
 Key dependencies and area of integrations between HR departments
identified and considered in HR working documents;
 Key Performance Indicators (SDT) for all HR Departments were designed
and validated; and
 HR roles with unclear owner and other new activities that should be
included in the draft HR procedure were identified and incorporated.
Document produced and wait for approval – Draft Assessment document
produced on the Role Clarity of Talent Management Functions and ready for
subsequent approval.

Delayed activities – With regard to this particular initiative most of the

activities were completed but for its final implementation it requires the approval
of HR Procedure.

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Challenges encountered – Serious HR shortage highly affect so as to
implement this particular initiative as per the time frame allotted.

#2. Rebuild all dual reporting lines, starting with most important
business decisions

Objective of the recommended initiative - The main objective of the

initiative is to align and integrate district level units with their head
office counterparts, to establish a clear reporting relationship between Head
Office and District Office units, to ensure that decisions are made at the right
level of the business, to maintain uniformities of operation across the Bank and
to ensure proper monitoring and controlling the respective units’ compliance
issues.

The current status of the initiative – The current status of the initiative is
about 62.25% level of accomplishment up to date.

Major deliverables – With regard to major accomplishment, the following

activities were so far completed:

 The existing reporting relation practice of the Bank was reviewed;

 Areas those need clear dual reporting relationship were identified; and
 Draft proposal prepared and pilot units/departments were selected.
Document produced and wait for approval – Draft proposal is under
finalization stage for subsequent approval.

Delayed activities – This initiative lags behind the schedule due to delay in the
implementation of N-3 and below positions.

Challenges encountered - Lack of updated JDs and HR shortage highly affect

to implement this particular initiative as per the time frame allotted.

#3. Enhance ownership and initiative-taking across CBE

Objective of the recommended initiative - The main objective of the

initiative is to develop clearer responsibilities within each group throughout the
business, to encourage employees to take ownership and make key decision, to
ensure that every employee knows their role, what they are accountable for and
has ownership of their work.
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The current status of the initiative – The current status of the initiative is
about 75.24% level of accomplishment up to date.

Major deliverables – In line with this initiative the following major

accomplishment were completed so far:

 Draft manager toolkit was prepared to support line manager so as to

implement ownership taking;
 Group roles that are executed at Branch level were identified; and
 Group role clarity template designed and Identified target group for pilot
process.
Document produced and wait for approval – Draft Ownership
Guidance Toolkit is under finalization stage for subsequent approval.

Delayed activities – Even though most of the activities were completed as per
the time schedule there are some activities delayed due to HR Shortage.

Challenges encountered - HR shortage highly affect to proceed the remaining

activities as per the time frame allotted.

#4. Restructure organization for a more customer-centred approach and

improved coordination between related functions

Objective of the recommended initiative - The main objective of the

initiative is to support the restructuring of CBE’s organizational structure to
ensure greater customer centricity and improved coordination among related
functions.

The current status of the initiative – The current status of the initiative is
about 90.94% level of accomplishment up to date.

Major deliverables – In line with this initiative the following major

accomplishment were completed so far:

 CBE’s Organizational Structure was updated, presented and approved by

the BoD;
 Discussion was held with key EMC stakeholders to communicate the new
approved organization structure;

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  Organizational structure was redesigned by considering customer facing
teams along key customer segments for retail and wholesale banking
business units;
 New Customer Experience division with Product Development and CX
teams was introduced;
 Credit management activities were consolidated into a single credit
division;
 All second line of defence activities being carried out by the QMC were
transferred to Risk and Compliance division;
Document produced and wait for approval – Updated Organizational
Structure up to N-2 was introduced and implemented.

Delayed activities – Even though most of the activities were completed as per
the time schedule, however, N-3 and below positions are not yet completed.

Challenges encountered – Delay in the finalization of N-3 and below

organizational Structure.

#5. Update EMC structure to drive efficient and effective decision-

making

Objective of the recommended initiative - The main objective of the

initiative is to drive efficient and effective decision-making processes within
governance structures and to ensure the proper delegation of authority and
responsibilities to both EMC sub-committees and divisions.
The current status of the initiative – The current status of the initiative is
about 20.56% level of accomplishment up to date.

Major deliverables – In line with this initiative the following major

accomplishment were completed so far:

 CBE’s Organizational Structure was updated by considering the gaps

identified in diagnostic process; and
 N-1 positions were assigned to represent respective division and all
members of EMC were identified for next action.
Document produced and wait for approval – There is no any
document produced in relation to EMC and its Sub-Committees’ charters.

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Delayed activities – Updating EMC and Sub-Committees’ charters.

Challenges encountered - HR shortage highly affect to proceed the remaining

activities as per the time frame allotted.

#6. Update decision-rights to reduce unnecessary escalation and allow

top management to prioritize strategic decision-making

Objective of the recommended initiative - The main objective of the

initiative is to establish bank-wide decision process with clear and transparent
decision rights, to ensure staff have the capacity to make assigned decisions, to
redesign decision-rights for key 30-40 decisions in CBE and to delegation
authority and responsibilities to EMC and its sub-committees, divisions,
departments and other functional units.

The current status of the initiative – The current status of the initiative is
0.00% level of accomplishment up to date since it is not started.

Major deliverables - Inception date for this particular initiative will be October,
2022.

Document produced and wait for approval - There is no any document

produced in relation to this initiative since inception date for this particular
initiative will be October, 2022.

#7. Introduce value based KPIs and upskill staff with product and
customer service by creating capability development program.
Objective - The major objective of the initiative is to introduce business metrics
used by Divisions, Department and Units to track and analyse factors deemed
crucial to the success of Division, Department and units and thereby link
individual objectives with Units, Departments, Divisions and Corporate objectives
and measuring progress toward meeting strategic goals and performance targets
with a focus area on core business functions of the Bank.

Focus Area- As the focus area of the initiative is on core business functions of
the Bank, a gap is observed in finalizing the role clarity of the divisions especially
on wholesale divisions and its integration with Credit, IBD and IFB Divisions.
Furthermore, despite the HR Divisions initiation to finalize the initiative within

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the action plan, the divisions commitment highly affects the initiatives level of
accomplishment.

Current Status - The current status of the initiative is 90.91% level of

accomplishment up to date.

Major deliverables - Credit, Customer Experience, IBD and RBB Divisions

revised performance objectives and associated performance measures. Whereas,
Wholesale, IFB Risk and Compliance and Digital Banking performance objectives
and associated performance measures. In addition, Performance based reward
proposal is developed and submitted.
Procedure/ Guideline/Proposal – Performance goal and target revision
and/or setting guide, PMS procedure is also developed and ready for EMC
discussion. Further performance-based reward proposal is developed and
submitted for review.

Delayed activities – the major delayed activities are related to Wholesale, IFB
Risk and Compliance and Digital Banking Divisions. While all the other Divisions
of the bank has finalized and under validation in the presence of their respective
divisions Vice presidents, this Divisions performance objectives and associated
performance measures setting is highly delayed due to lack of commitment on
the Divisions side.

Challenges encountered - the delayed activities related to Wholesale, IFB Risk

and Compliance and Digital Banking Divisions highly affects our performance to
complete the detail activities of the initiative

#8. Enhance Performance Management System Through improved

incentive system

Objective- The major objective of the initiative is to:

 Revise performance goal and targets of all roles of the bank in alignment
with the revised strategic directions, business model;
 Ensure individual employee performance will be tracked in relation to the
targets or goals given to the respective place of assignment; and
 Link reward and recognition with the performance management system.

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Observed gaps - The major gap in this regard is the timeliness issue. Gap is
observed in finalizing the role clarity of the divisions especially on wholesale
divisions and its integration with Credit, IBD and IFB Divisions which highly
affects to continue with the next task of the initiative based on the initiative
action plan.

Current Status -The current status of the initiative – 86.86% age level of
accomplishment up to date

Major deliverables - Finance, HR, Internal Audit, Legal, Facility Management

and IS Divisions revised performance objectives and associated performance
measures.

Procedure/ Guideline/Proposal – Finance, HR, Internal Audit, Legal, Facility

Management and IS Divisions revised performance measures operationalization
document.

Delayed activities – the major delayed activities related to the initiative is the
delay in the validation process for IB and Credit Division despite the initiative
owner readiness.

Challenges encountered – The delay in the performance goal and target

validation process by Divisions (IBD, Wholesale, IFB and Digital Banking Division
despite the initiative owner readiness.

#9. Update performance management of staff by increasing importance

of key metrics such as sales profitability, productivity and linking
incentives to individual, quantifiable

Objective - The major objective of the initiative is to ensure the performance

goal and target is revised with giving key importance to key metrics such as
sales profitability, productivity and linking incentives to individual

Gap – Like that of initiative No.1, the major gap for this initiative is the
timeliness issue. While most of the Divisions except Wholesale, Digital, IFB and
Risk and Compliance, have finalized the performance objective revision, delay is
observed in the validation process to make sure the revised Objective (goal and
target) is SMART and be able to link with reward

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Current Status -The current status of the initiative - 89.73% age level of
accomplishment up to date. The low performance compared to the above
initiative is due to the delay in the validation process by some Divisions and the
delay in performance objective setting for Wholesale, Digital, IFB and Risk and
Compliance

Major deliverables – Validated performance objective for Customer Experience,

Finance, Internal Audit, Legal, Facility Management and IS Divisions.

Procedure/ Guideline/Proposal – Finance, HR, Internal Audit, Legal, Facility

Management and IS Divisions revised performance measures operationalization
document.

Delayed activities – the major delayed activities related to the initiative is the
delay in the validation process for IB and Credit Division despite the initiative
owner readiness.

Challenges encountered – The delay in the performance goal and target

validation process by Divisions (IBD and Credit) and the delay in the
performance objective setting for Wholesale, IFB and Digital Banking Division
despite the initiative owner readiness.

#10. Enhance performance scorecard for procurement department staff

Objective - The major objective of the initiative is to set KPI’s for the
department and ensure the performance objective is representative of the
Division as well as the Department objective.

Gap – No gap observed

Current Status -The current status of the initiative - 98.03% age level of
accomplishment up to date and 66.8 5 from the overall activity plan of the
initiative.

Major deliverables – Key Performance Indicators, Revised performance

objective for all the Divisions roles and Validated performance objective.

Procedure/ Guideline/Proposal – Validated performance measures

operationalization document for the facility management division and its roles.

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Delayed activities – Migration of revised performance objectives of the division
in to the Oracle PMS System due to the delay in the validation process.

Challenges encountered – No.

#11. Improve Succession Management by reigniting employee buy-in

and upskilling implementation teams

Objective – Establish SP&M program as systematic effort of identifying

positions which are critical to successfully achieving organizational strategy,
developing the competencies of high potential employees to fill those key
positions and thereby ensure leadership continuity and make the Bank more
agile in adapting to the business needs

Gap – The SP&M program requires the final structure and workflow structure,
approved job role list and associated establishment since these are the major
inputs to design SP&M program. Furthermore, the time it takes to finalize the
SP&M program has its own impact.

Current Status -The current status of the initiative - 62.36% age level of
accomplishment up to date.

Major deliverables –

 Workforce profile summary report

 SP&M framework and model,
 Five-year SP&M program,
 2022/23 -2026/27 SP&M activity plan and 2022/23 budget year activity;
 Critical role identification criteria;
 Potential successor identification criteria;
 Successor Pool structure

Procedure/ Guideline/Proposal – Revised Succession Planning and Management

procedure and 360-degree leadership assessment guide.

Delayed activities – The approval process of the five-year SP&M program.

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Challenges encountered – The approval process of the five-year SP&M
program was one of the challenges since some of the initiatives activities
requires the Board direction.

#12. Enhance career management by redefining the career path process

and implementing policies consistently across divisions

Objective - Enhance career management program as part of the larger human

resource system assisting employees improve performance, clarify career
options and align employee aspiration with organizational performance
objectives.

Gap – Like that of the SP&M program, the career management program requires
the final organizational and workflow structure, approved job role list and
associated establishment since these are the major inputs to design SP&M
program.

Current Status -The current status of the initiative – 65.67% age level of
accomplishment up to date.

Major deliverables –

 Career Ladder assessment and update report (Submitted with the

workforce establishment for approval)
 Critical skill group identification criteria;
 Updated CBE Job family
 Updated CBE Job Classification

Procedure/ Guideline/Proposal – Revised Carer Management procedure.

Delayed activities – The approval process of the CBE job list and associated
establishment

Challenges encountered – The approval process of the CBE job list and
associated establishment was one of the challenges since some of the initiatives
activities requires the approved CBE job list.

#13. Enhance performance system through increased focus on coaching,

mentorship and on-going development for credit risk teams

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Objective – To establish performance coaching culture through continuous
follow up and feedback, assist individual and teams to develop new skills and
improve performance and thereby enhance division overall performance. The
initiative is designed to curve the finding of the limitation on Credit and risk &
compliance teams performance coaching and feedback giving culture of
supervisors as coaches.
Gaps: As the initiative is linked to the enhancement of performance coaching
and feedback culture related to Credit and risk teams, their collaboration and
involvement in this regard is highly limited.
Current Status: The current status of the initiative – 86.15% age level of
accomplishment up to date.
Major deliverables:
 Performance coaching feedback guideline get developed;
 Developmental coaching guide developed
 managerial KPIs and performance objectives get developed and included
in the performance objective list
 workshop and training materials for coaching get developed;
 Target groups/employees at different supervisory roles/get identified;
 Delivering of workshop and class room trainings on fundamentals of
coaching get started (So far one high level workshop for directors as pilot
and 4 class room-based trainings sessions get conducted) in collaboration
with L&D
Procedure/ Guideline/Proposal –
 Performance coaching and feedback part of the PMS procedure is revised
and submitted for EMC deliberation as part of the HR procedure;
 Performance coaching and feedback practicing template customised
Delayed activities – The performance coaching and feedback training session
is delayed to align with the 2022/23 training plan.
Challenges encountered – The initiative is the joint initiative of PMS, Career
Development and Succession Planning, L&D Department and Credit and Risk
teams. However, it lacks the involvement of those teams

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#14. Enhance performance system through increased focus on coaching,
mentorship and on-going development for RBB
Objective – To establish performance coaching culture through continuous
follow up and feedback, assist individual and teams to develop new skills and
improve performance and thereby enhance division overall performance. The
initiative is designed to curve the finding of the limitation on RBB Divisions and
its Departments and unit’s performance coaching and feedback giving culture.
Gaps: As the initiative is linked to the enhancement of performance coaching
and feedback culture related to RBB Division, their collaboration and involvement
in this regard is highly limited like that of the Credit and risk teams.
Current Status: The current status of the initiative – 86.15% age level of
accomplishment up to date.
Major deliverables:
 Performance coaching feedback guideline and Developmental coaching
guide developed;
 managerial KPIs and performance objectives get developed and included
in the performance objective list
 workshop and training materials for coaching get developed;
 Target groups/employees at different supervisory roles/get identified;
 Delivering of workshop and class room trainings on fundamentals of
coaching get started (So far one high level workshop for directors as pilot
and 4 class room-based trainings sessions get conducted) in collaboration
with L&D
Procedure/ Guideline/Proposal –
 Performance coaching and feedback part of the PMS procedure is revised
and submitted for EMC deliberation as part of the HR procedure;
 Performance coaching and feedback practicing template customised
Delayed activities – The performance coaching and feedback training session
is delayed to align with the 2022/23 training plan.
Challenges encountered – The initiative is the joint initiative of PMS, Career
Development and Succession Planning, L&D Department and Credit and Risk
teams. However, it lacks the involvement of those teams.

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#15. Enhance learning and development system by up skilling staff on
training processes and broadening KPI tracking:
Objectives of the initiative – The main objective this initiative is to address
the finding of; Learning and Development lacks clarity on implementation
processes and there is a lack of aliment on various roles for various roles for HR
within design process and outside of L&D.
Current Status - The current status of the initiative is 100.00% level of
accomplishment up to date.
Major deliverables: As part of the major accomplishment of this initiative, the
major deliverables/out puts among others includes:
Competency requirement of all the employees under the different
departments/functions of the human resources get revised and updated;
Human resources division employees training needs get identified, training
materials get designed and total of 159 employees under the human
resources division including district human resources teams get training
on strategic HR;
Learning and developing process cycle KPIs get identified and the
performance goals and targets of the Learning and Development
department employees updated/enriched accordingly;
Learning and Development Service delivery time (SDT) get
revised/developed;
Training impact assessment tools get revised and impact assessment
activities under progress as per action plan;
 Level I impact assessment tool revised and is under
implementation;
 Level II impact assessment (Knowledge transfer)- eligible
training courses identified and Pre and post exams get prepared;
 Level III impact assessment (Behavioural change)- pre-
requisites get developed and actual assessment is under
progress in line with the action plan;
 Level IV impact assessment (measure of training on return on
investment-ROI) specifications and necessary inputs get
developed and is under the process of procuring external
experienced consultant.

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 Learning and Development department’s procedure as part of the human
resources procedure has revised and updated/enriched to incorporate the
changes in line with the initiative out puts.
#16. Introduce value based KPIs and up skill staff with product and
customer service skills by creating capability development programs:
Objectives of the initiative – The main objective this initiative is to curve the
gap identified with respect to the low productivity of employees across the
major/core business functions of the bank such as Wholesale, Retail and Branch
Banking, International Banking, CBE Noor and the like leads to the finding that
CBE Lags competitors in quality and speed of service. Hence, the mere outcome
of this of this initiative is to design and develop learning and development
programs which critically prioritize and address the strategic priorities and
business operating model of the bank via proactively identifying, analysing and
designing the business units’ capability development areas vs the respective
target groups of employees.
Current Status - The current status of the initiative is 91.94% level of
accomplishment up to date.
Major deliverables: The following outputs are among the major deliverables
under this initiative so far.
Competency requirements of the impacted business units get identified;
Capability development needs and requirements of all the impact divisions
due to the transformation implementation strategy road map and change
to the business operating model get identified and incorporated as major
part of the bank’s grand capability building program;
Type of training service provides for transformation initiative-based
training courses get identified;
Training course curriculum and materials for 32 training courses get
revised/developed and ready for execution.

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#17. Enhance performance management system through increased
focus on coaching, mentorship, and ongoing development:
Objectives of the Initiative - This imitative is designed to curve the finding of
the limitation the bank that it lacks a culture of coaching and feedback as well
gaps to the managerial roles to fill their roles as coaches.
Current Status - The current status of the initiative is 96.97% level of
accomplishment up to date.
Major deliverables: The following outputs are among the major deliverables
under this initiative so far.
Coaching and mentoring guideline get developed;
Managerial KPIs get developed/revised
Workshop and training materials for coaching get developed;
Target groups/employees at different supervisory roles/get identified;
Delivering of workshop and class room trainings on fundamentals of
coaching get started (So far one high level workshop for directors as pilot
and 4 class room-based trainings sessions get conducted)
In general, working manuals, guidelines and procedure have been under revision
and update to incorporate the changes as a result of the different initiatives as
briefly explained above. Moreover, different workshops and discussion sessions
have been conducted to different stake holders mainly focusing on creating the
alignment and clarity of the Learning and Development initiatives and activities
with the different business units and SPTO Divisions different work streams.
Among others, the transformation initiative-based capability development
programs identification and the course curriculum and material development can
be mentioned as productive and value adding workshops conducted among the
Learning and Development, respective business units and SPTO.
Challenges: Lack of qualified external consultant to procure training impact
assessment Level III and IV service was the major challenge that forced to
revise the specification and to re-float the bid especially for Level IV impact
assessment. For Level III initiative is taken to conduct it by internal capacity and
dedicated team of experts is already established started work.

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#18. Review the Position of HRBP Team
Objective of the recommended initiative - review the potential and
reposition HR Business Partnering through analyzing current role and outlying
desired HRBP role, designing and executing strategic objectives, and enhance
integration among HR programs and alignment with the business strategies and
goals.

The current status of the initiative – The current YTD accomplishment status
of the initiative is estimated to 85.38% against plan to be accomplished up to
now.

Major deliverables – The major deliverables so far achieved/delivered

includes:

 HRBP structure proposal;

 Analysis of current role and outlines of desired HRBP roles;
 Updated JDs and roles and communicated to corporate HRBP team at HO;
 Identified HRBP integration areas with HR function and businesses;
 Designed strategic objectives of HRBP, integration strategy, metrics/KPIs,
conduct internal analysis and external/benchmarking and reported,
 Designed training program for HRBP teams, arranged awareness training
workshop on new HRBP role for HRBP team at HO and other HR teams;
and
 Assigned corporate HRBP staffs to all divisions and aligned with leadership
on updated HRBP position at HO level.
As a result, prepared relevant documents and requirements and facilitated the
transition process for repositioning of the CBE’s HRBP and executed the updated
HRBP role, and started playing roles in harmonizing the HRBP programs bank-
wide. The awareness of the corporate HRBPs team has started coordinating and
supporting implementation of the cross-divisional initiatives, identifying unmet
business needs and aligning the HR programs with their business strategies and
needs. Also, enhanced the awareness and commitment of corporate HRBPs team
and other HR functions on how to use updated HRBP roles.

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#19. Improving the recruitment process

Objectives of the Initiatives - The Talent Acquisition and Management has

identified the major recruitment drive to achieve improving CBE recruiting
process has been outlined into three categories.
1. Improving and upgrading the existing I- recruitment system
2. Transforming of the existing recruitment and selection process
3. Implementation phase or pilot stage

The current status of the initiative – The current YTD accomplishment status
of the initiative is estimated to 88.69% against plan to be accomplished up to
now.

Major Deliverables so for achieved - The major deliverables so far

achieved/delivered includes:
 Final Draft Talent Acquisition and Management Procedure produced and
wait for approval;
 Developed and updated competency-based catalogue and question;
 Developed exam bank;
 Proposed independent assessment unit to be managed by Team leader
 The Talent Acquisition and Management has performed piloting on
competency-based interview and exam bank;
#20. Update available Oracle support for HR activities

Objective of the recommended initiative – The main objectives of this

initiative is to upgrade the oracle system’s capacity to enable its support of high
volumes of users and more complex operations (e.g. running multiple exams,
learning sessions, performance goal and target publishing, processing payroll at
the same time).

The current status of the initiative – The current YTD accomplishment status
of the initiative is estimated to 87.11% against plan to be accomplished up to
now.

Major System upgrading so far completed – With regard to major

accomplishment the following activities were so far completed:

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 New organization and positions up to Director Level updated on Oracle
Test instance

 Upgrade the existing HR Information report with current date – Report

give complete organization, position, grade, salary, qualification, PMS
result …. For active employees

 Upgrade the existing HR Information report with Specific back date –

Report give complete organization, position, grade, salary, qualification,
PMS result …. For active employees with specific back date parameter

 Update final termination date on Employee profile & work experience

report- system defines similar termination date on Employee Profile and
work experience report;

 Link CBE Job Classification with position- System should automatically

pick job classification with the position like job, grade, and location at the
time of any assignment/position change.

 Create Look up for CBE Job Classification- selecting standard job

classification names from the lookup list;

 Change field name Job Category and Employee Category- Correcting field
name which was transposed on the system;

 HR Audit Report – get compiled report for Position, Grade and salary
changes for the specific period of time;

 Display Leave without pay periods on Employee Profile.

 Upgrading the content of exiting "CBE HR Organization Left Report"-

Identify left report for the period;

 “HR Acting Assignment Status Report"- Upgrade the existing report for
employees assigned on Acting status with position and Acting assignment
dates.

 New report developed “Employees Personal Information Report” – get

employees personal residential address and phone No. detail;

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  New Report “CBE Organization Location Detail Report”- Get compiled
report CBE Branches and head office address detail;

 Update CBE Voluntary Termination request page on the system- system

gives detail Termination reason and individual reason for left employees;

 New report developed for employees Qualification detail a Language skill–

Report gives compiled qualification and language skill detail information
about employees;

Document produced and wait for approval - There is no any document

produced it may not be required since it is system enhancement.

Challenges encountered – The whole system upgrading shows some delays.

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