Strategic

S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

1 Improve updated HRBP o Conducted monthly HRBP o Budget constraints to

position Efficiency &  Conducted monthly HRBP Workshops via workshop; discussed HR distance as districts are
Effectiveness zoom and face-to-face (HR departments priorities and addressed located at different
Directors and managers, HO HRBP's, District various HR gaps/issues; locality in the country
HRBP Managers and team leaders are get Enhanced integration and faced challenges to
involved) on monthly basis starting from the across HR functions; & conduct all workshop
month of August, 2022 to date. facilitated delivering face-to-face;
integrated HR solutions to o Internet and power
o Conducted HRBPs semi- o Lack of top management
annual workshop-face to awareness on HR model,
face; Discussed on various updated HRBP roles and
 Conducted HRBPs Semi-annual Workshop contributions of
identified HR issues and
face-to face which a total of 78 HR team and partnership
addressed gaps; Discussed
HRBP teams (HO HR directors and unit o Less top-management
how to enhance integration
managers , HO HRBPs and unit managers, involvement and support
across HR functions and
District HRBP Managers, team leaders, Head to accelerate integration&
linking HR strategies with
office HRBP Managers) get involved strategic alignment
the business strategies;
created learn and share strategies with business
opportunity
o Conducted the first and  Lack of adequate
Second Quarter HRBPs manpower
Workshop
 Conducted Quarterly HRBPs Workshop on o Discussed various HR
quarterly basis via zoom and face-to-face priorities/issues & created
with active participation and collaboration of common understanding
all other HR Directors and unit managers, o Enhanced awareness and
director-HRBP &HO HRBP unit managers and understanding on HR
all District HRBP Managers and team leaders, transformation initiatives
for two quarter with the presence of VP-HR. which HRBP initiative is
part;
o Created partnership with
other HR functions and
enhanced integration of HR
Provided awareness workshop on updated HRBP o Delivered awareness o Lack of budget to arrange
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

workshop to the total of face –to face training

roles and integration strategies to all HR 398 HRBPs staffs and other
directors, HO HR managers and performers, HR teams;
HRBP managers, team leaders &HRBPs/staffs on o Increased awareness and
CBE’s HR model, updated HRBP roles, integration understanding across HR
strategies, and HRBP goals & Strategies in functions CBE’s HR model
different rounds that addressed more than 398 and updated HRBP roles
HR staffs (from HO and districts ) and how to work with the
HRBP teams or integrate.
o Conducted Awareness o Lack of adequate support
trainings to the businesses from the businesses top
line managers that management and
addressed more than stakeholders
3,209 Business line
managers;
 Provided awareness trainings on HR o Increased the awareness
models ,updated HRBP roles and integration and understanding of
or how to make use of HRBP team to the businesses line managers
business Line Managers in different and on CBE’s HR model and
addressed more than 3,209 staffs (from HO, updated HRBP position;
districts & branches) o Enhanced line managers
HR capability;
o Created conditions for
partnership relation with
line managers;
o Contributed for enhanced
employee engagement
o Business leader have
 In collaboration with wholesale division less support and
o Enhance HRBP team and understanding the
start to provided business knowledge
HR staff business importance of the
Training for all HRBP team and HR staff
knowledge business knowledge to
HRBP/HR
 Strategic
S. Initiative/Major
Activities
2 Rollout the Performance
Management system per the
plan of the PMS, Career and
succession Department
Challenges
Major accomplishments/Contributions Results/Outcomes
o Lack of active
participation of some VPs
and Directors
 Provided advice and support to the line o Highly impacted to
managers on implementing performance effectively implement the
system (performance Planning, tracking and PMS :-
appraisal), made continuous follow-up and  Late new structure
ensured success of the first, second, third  Late update of
quarters performance in the 2022/2023; the employees
4th quarter performance plan Cascading positions and
For 2022/2023 is under way. information
 Provided orientation, advice and supports to o Advised, consulted,  Deploy employees
the bank’s Line managers and area of experts supported and ensured
staff on developing and revising effective implementation of
performance goals and targets based on the PMS and other HR
new business model and transformation programs at the district
project bank-wide in collaboration with the levels
EPM team and all Divisions representatives o Enhanced the consistency
for the third quarter of 2022/23 FY
of HR policy and procedure
 In collaboration with the EPM team and all
implementation
Divisions VP /representatives made
o Enhanced integration
Validation the revised and developed goal
across HR functions
and target of each divisions.
o Improved previously
 Made continues follow up, consulted and
provided supports to all bank’s line broken reporting
managers on updating employee’s relationship between
data/information on the oracle system or HR districts and HO HR teams
module with regularly communication with o Implemented performance
concerned line managers ,divisions and coaching and feedbacks
districts bank-wide
 Made major contributions in improving and
strengthen the integration and reporting
relationship between the head office and
district HR teams
 Lead and liaise with PMS and business line o No clear Successor
managers to validate the goals and targets guide line in the hand of
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

3 Finalize Performance Goal and o Lack of active

o Organized and supported
Target Revision of all
participation of some VPs
Divisions & Districts per the corporate level
new business model and and Directors
transformation project performance goals and
targets revisions, get
 Advised, consulted and supported bank-
validated and executed for
wide performance goal and target revision
the second and third
conducted per the new business model
quarter of 2022/23 FY per
and transformation project, get validated
the new business model
and started execution from the second and
and transformation
third quarter of 2022/23 FY at all
ongoing bank-wide
Divisions and Districts for all Job roles
o Advised, consulted &
created as a results of new revised
increased business VPs,
structure
Directors & line managers
 Provided orientation and sent frequent
participation on goal target
reminder to all bank VPs/directors, and line
setting and revision, &
managers that helped for success of newly
made valuable
developed/revised goals and targets in
contributions for execution
collaboration with EPM team, PMS and
of new transformation
Divisions representatives
bank-wide
o Enhanced HR business
partnership &trust of
HRBPs
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

4 Ensure all eligible employees

signed quarterly performance
o The First Quarter
contractual agreement for
 Advised, consulted and supported all Performance Plan
first quarter 2022/23 FY
Divisions on first quarter 2022/23 FY successfully published
Performance Plan publishing and singing of o Ensured all eligible
performance contract, which success of employees get signed
contract signing was 3,529/3,529 ( 100% performance
accomplishment) contract(100%
accomplishment)

5 Ensure performance appraisal o Annual performance

conducted for all eligible
employees annual basis for
2021/22 FY.
6 Ensure performance appraisal
conducted for all eligible
employees on quarterly basis
for 2022/23 FY.
Appraisal get completed
 Advised, consulted and supported all for all eligible
divisions and completed the 2021/2022 employees(99.65%
Annual employee performance appraisal, accomplishment) per the
which out of 3669 eligible employees a total plan
of 3656 employees were completed(99.65% o Contributed for
accomplishment) productivity and
profitability of the
employees and bank’s as
well
o HO divisions performance o Lack of experienced
Appraisal was completed HRBPs to equally advise
 Head Office Divisions first quarter 2022/23 and support all divisions
(with 99%
FY employee performance appraisal was &line managers
accomplishment) per the
published which more than 3,540 eligible
plan
employees were singed 1st quarter
o Contributed for employees
performance contract (3,510/3,540 which
engagement, productivity
was 99% accomplishment).
and bank’s profitability as
well
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

7 Ensure all eligible employees

o Head Office Divisions
sign quarterly performance
 Head Office Divisions second quarter second quarter Plan
contractual agreement for first
2022/23 FY Performance Plan was published(100%
quarter 2022/23 FY
published where more than 3,523 eligible accomplishment)
employees were singed 1st quarter o Contributed to enhance
performance contract ( 3,523 /3,523, or employee engagement,
100% accomplishment) productivity and bank’s
profitability
8 Ensure performance appraisal o Lack of adequate senior
is conducted for all eligible HRBPs to equally advise
employees on quarterly and & support all divisions &
 Advised, consulted and support HO divisions
annual basis for 2022/23 FY. units
and line managers and conducted the Second
quarter 2022/23 FY employee performance o HO Divisions and units
appraisal for all eligible employees where second quarter appraisal
success were: 3,545 eligible employees completed (99.75%
singed contract (3,545/3,523, or 99.75% accomplishment)
accomplishment). o Among High impacted
 Also Made continues follow up, advise and divisions Districts Retails
supported divisions and published Banking Baking business competed
business division first quarter 2022/23 FY the first quarter
employee performance appraisal where performance appraisal
more than 29,905 eligible employees singed (98.95% accomplishment)
quarter performance contract
(28,904/29,299 or 98.95% accomplishment)
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

9 Ensure all eligible employees  HO third quarter 2022/23 FY employee

o HO third quarter
sign quarterly performance performance appraisal was conducted for all
performance Plan
contractual agreement for eligible employees where success were more
published (100%
Third quarter 2022/23 FY than 3,543 eligible employees singed
accomplishment)
(2,929/2,929, or100% accomplishment).
o RBB (District) Third
 Also identified and reported the total of 614
employees who were not eligible to sing quarter performance plan
third quarter performance plan due to published (98.30%
different reasons and facilitated for right accomplishment)
decisions.
 Made follow up, supported and published
RBB (District) Third quarter 2022/23 FY
employee, where success were more than
29,420 eligible employees singed quarter
performance contract (29,420 /29,920 or
98.30% accomplishment).
10 Follow up the roll out of o OLM System unable to
Districts technical training support to generate the
planned for 2022/23 FY o Consulted, supported and quality of executions of
enhanced execution of training report and
 Advised, consulted and supported on
Districts technical trainings follow up
execution of planned Districts technical
o Enhanced district technical o Every training execution
trainings
training follow-up and is manually i.e. enroll
 Made regular follow up, develop standard
ensured continuous &report
reporting format, organized training
reporting
implementation progress, documented and
o Created standard reporting
reported on a regular basis that helped to
maintain consistency of training data system, organized and
documented district
technical training data
 Strategic
S. Initiative/Major Challenges
Activities Major accomplishments/Contributions Results/Outcomes

11 Ensure updating HO and  Made continues follow-up, provided advise o Lack of adequate senior
districts domain employees and supported districts HRBP team’s on HRBPs to equally advise
information in on oracle system rolling out the district level HR programs & support all divisions &
per new structure or and activities per the plan such as units at head office
transformation updating acting assignment on coracle
system;
 Reclassification of employees that initiated
to retain employees; Updated all assigned o Conducted regular follow-
Managers and team leader profile per new up, provided advise and
placement, facilitated release of more than supported
6,500 new promoted employees following o Enhanced progress of
new transformation; and rolling out District level HR
 updating employees Time card and programs and activities
ensured effective time card management ; o Played key roles in terms of
conducted HR Data analytics : enhancing efficiency of HR
 8 months turnover rate analysis with system or process
reasons o Improved effectiveness of
 Played key roles in completing and employees time cared
clearing all open end date of acting management
assignment and updated all assigned o Played key roles in terms of
managers and team leaders profile on the reducing employees turn
core HR Oracle system bank-wide. over
 Started organizing and delivering Districts o Conducted HR data
HR programs implementation progress analytics, provided top
report through communicating with management and
districts HRBP Managers and played roles supported on decision
in maintain previously broken reporting making
relationship between districts and HO HR
teams

 Take over the induction program design

and facilitation for new entry bank
trainees

 Handle and manage the task of Promoted

Employees releasing program to their