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İŞBANK
ANNUAL REPORT 2014
62
HUMAN RESOURCES FUNCTIONS AT İŞBANK
İşbank’s strategy is the “sustainable and profitable growth based on being the closest bank to customers”. With the human resources practices
actualized in 2014, the aimwas to develop human resources solutions that are consistent with İşbank’s corporate strategic priorities.
Known as “Turkey’s School of Banking”, İşbank is aware of the fact that the most important resource of the Bank is its employees and thus it is a
corporation that cultivates the most qualified human resources of the sector continuously supporting their professional developments while having
high level of employee loyalty with the value it gives to human resources. İşbank employees have a working environment where they can improve
their skills and create difference.
In 2014, İşbank maintained its growth with its increasing transaction volume and new branches. In this growth, İşbank employees –who are devoted
to the corporation, self-denying and who create high level of added value –had the most important contribution.
The aim of being a regional and global bank lies at the heart of the Bank’s international growth strategy. In line with giving support to the mentioned
vision with qualified human resources; as of 2014 year end, 969 new employees in the country and 41 new employees abroad were employed in
different title groups. İşbank’s total number of employees reached 24.308 with its 24.009 employees in the country and 299 employees outside the
country.
In the recruitment processes of 2014, priority was given to the target of increasing candidate satisfaction and processes were activated with
regional recruitments. With the aim of increasing candidate satisfaction, İşbank made effort in order to employ candidates at locations that suit best
with their residence address. With the support of shortening recruitment processes and “İş’e Merhaba (Hello to İş)” program that accelerates the
orientation processes of the new employees, İşbank maintained its position as the “Preferred Employer”.
Innovative and pioneering application development efforts –that will decrease operational costs and risks, ensure effective participation of the
employees in human resources processes, support efficient use of the workforce and support to keep the human resources data accurately and
securely – continued in 2014 as well. Moreover, contribution was made particularly to the paperless banking practices with designs like transferring
the manually conducted processes such as health applications in the branches on to the system. In human resources processes; opinions of the
employees on the Bank and business processes were received from the existing communication channels and evaluated. Moreover, new practices
were actualized to increase the efficiency of the business processes and employee satisfaction.
İşbank’s training activities are designed and implemented in accordance with corporate targets and in a manner that supplements other human
resources practices. Bank employees are supported in every stages of their careers with mixed training programs that are designed based on their
learning preferences. With its efforts for improving the continuous learning culture within the corporation and with its innovative practices creating
difference in training, the Bank was granted the “BEST 2014” award which is one of the world’s prestigious awards, in the field of education, that is
granted to the corporations by The Association for Talent Development (ATD).
Protection of the equal opportunities in İşbank’s human resources policy is critical. İşbank perceives the diversity in the workforce as an essential
component of intellectual capital. Therefore, the Bank places special emphasis on equipping the managers and manager candidates with the
knowledge and skills they will need in their prospective positions and titles. Technical and personal development programs are organized for this
purpose.
In İşbank, social rights of the employees are determined with the Collective Bargaining Agreement within the framework of the provisions of the
relevant legislation. Managers and candidate managers working in İşbank branches and in the Units of Headquarters are paid an “executive bonus”
once a year. While executive bonuses are paid on the basis of individual performance, care is also taken to ensure that bonuses are aligned with the
Bank’s long-term strategy and risk exposure.
Responsibilities arising in connection with Law no. 6331 on Occupational Health and Safety are fulfilled under the Human Resources function. By
carrying out the necessary work, İşbank aims to ensure legal compliance and set up an occupational health and safety culture within the Bank.
Objectives for 2015
In 2015, the Bank aims to develop Human Resources solutions that are necessary to ensure harmony between İşbank’s corporate strategic priorities
and the priorities of its Human Resources Functions. To this end, the Bank will continue its usual human resources practices.
The success of the Bank originates from its corporate culture. In 2015, İşbank will invest in human resources necessary to expand the share of
the intellectual capital that is among the values of the Bank. The Bank’s development and improvement efforts to install a system that enables
candidate satisfaction and develops continuous efficiency in the recruitment processes will proceed. In addition; the aim is to continue to be the
most preferred corporation among newly graduated candidates in the banking/finance sector. The Bank will resume to employ human resources
who have high potential and performance and support feedback and communication culture between the Bank and employees.
İşbank’s Performance Management practices are reviewed within the framework of an approach that will support the progress of all Bank employees
in and outside the country, and be integrated with the Bank’s business objectives in compliance with corporate values that will strengthen collective
capital approach and communication culture. With the performance model; the aim is to contribute to increase the communication, employee
efficiency and motivation by ensuring that the individual contributions of İşbank employees are revealed and the feedback culture becomes a part of
business life.
In 2015, new tools such as multi user online games will be added to the innovative practices in the area of education. Moreover, establishing
collaboration with certain universities within the scope of manager development programs, the “Marketing Academy” will be actualized for our
senior executive managers.