Is there any other approach they could have used tThe banking industry in India underwent a major…

Is there any other approach they could have used tThe banking industry in India underwent a major transformation due to the changes in
economic conditions and continuous deregulation. These multiple changes happening one
after other has a ripple effect on banks trying to graduate from completely regulated seller
market to completed deregulated customers market. The challenges in the people space were
also many. Some of them were-
? Right sizing and matching of skills
? Manpower modelling for branch and back office at various volume scenarios.
? Productivity improvement for sales and service

»Is there any other approach they could have used tThe banking industry in India underwent a major transformation due to the changes in
economic conditions and continuous deregulation. These multiple changes happening one
after other has a ripple effect on banks trying to graduate from completely regulated seller
market to completed deregulated customers market. The challenges in the people space were
also many. Some of them were-
? Right sizing and matching of skills
? Manpower modelling for branch and back office at various volume scenarios.
? Productivity improvement for sales and service functions
? Creating a high performing organization.
? Define new roles and responsibilities, KRA’s
? Designing and implementing a new Performance Management System for restructured
organization
? Change management and creating a new mind set
? Developing critical mass of champions and drive change across the organization to move
from conventional banking to new age banking
A top consulting company was commissioned by a public sector Indian bank to identify the
knowledge, skills, abilities and other personal characteristics or competencies for job
performance for their executives and managers. The consulting organization after a preliminary
study of the organization identified a set of objectives which if achieved would take the bank
forward.
The identified objectives were :
? To develop competencies for more than 350 positions. These competencies were then to
be integrated with the recruitment and selection performance management and
training process to align these strategies with the companies mission, vision and overall
business goals objectives.
? Defining a best practice competency development methodology which was
responsive to organization’s demands.
? Training human resource team, i.e. job analysis on the methodology
? Incorporating job analysis in other process of selection, performance management and
learning and development initiatives.
The methodology they followed
? Compiled positions based on similarity of work related patterns and conducted
workshop session to hasten the competency development process.
? Integrated the companies mission, vision and overall business goals objectives.
? Defined a list of competencies for the 350 positions. They were then supplemented with
job specific competencies- knowledge, skills, abilities and other characteristics.
? Equipped a team-internal HR, i.e. job analysts with the knowledge and skills to
facilitate the competency framework. They used multiple methods-observations, PAQ,
unstructured questionnaires and interviews.
? Pilot test run of the competency framework to ensure its success
? Reviewed and provided feedback after achievement of specific milestones to ensure the
assignment objectives were met.
Results they achieved
? Laundry list of the competencies (around 950) for the 350 positions based on the
various job analysis methods deployed.
? Trained the job analysts to use the methodology for later use.
? Finally, integrated approach which few other HR related functions- recruitment and
selection, performance management and learning initiatives to align the employees
with its overall mission vision and goals.
Questions:
1. Criticallay analyse the methodology the consulting firm followed.
2. Is there any other approach they could have used to achieve the mandate given by the
company?o achieve the mandate given by the company

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