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PART II: MANAGEMENT AND CORPORATE GOVERNANCE PRACTICES
As a result of the human resources practices
that was pursued in 2015 based on the regional
needs for the continuity of the Bank’s success,
VakıfBank was able to establish a strong
organizational structure by helping develop
banking industry specialists and ensuring the
efficient development of the Bank’s branch
network in order to recruit the optimal number
of employees, administer training programs
to improve the competencies and skills of
employees, and provide effective, efficient and
high-quality services within the framework of
the Bank’s overarching objectives and policies.
As part of the performance assessment and
incentive system, performance bonuses are
paid to branch personnel and sales personnel
according to their own success points in line
with the regional directorates with assigned
targets, and to Head Office personnel according
to the success averages of the branches, every
six months, in due consideration of seniority.
EMPLOYEE MANAGEMENT
Through recruitment and employee selection
processes conducted in line with its
requirements in 2015, VakıfBank aimed to
employ the right employees who possess the
qualifications required by the banking sector
and who fit in the Bank’s corporate culture.
In this respect, 1,161 new employees were
hired in 2015 with the aim of recruiting the
right candidates who will increase the quality
of the Bank’s workforce in line with its Human
Resources policy. Some 671 employees left
the Bank due to retirement, resignation and
other reasons during the reporting period; as of
year-end 2015, the number of Bank employees
totaled 15,410.
CAREER AND PERFORMANCE
Pursuing a career policy that is consistent with
its strategy of “being a bank that develops its
own directors”, VakıfBank, in line with pre-
determined criteria, offers a career path that
provides promotion opportunities in certain
periods to every promising employee and
to the employees who exhibit personal and
professional development.
With its career planning and promotion
processes that it provided to employees in
2015, the Bank made contributions to the
improvement of managerial and leadership
skills of employees by assigning them new
responsibilities in an attempt to increase
employee engagement and strengthen their
loyalty to the Bank.
The aim of the performance management
system is to establish a link between the Bank’s
objectives and employee goals; meanwhile,
the mutual and continuous information flow
between employees and their managers
serves to furnish a common culture based on
high performance. In terms of recognizing and
rewarding high performance, the performance
measurement system acts as an important
communication mechanism that ensures
compatibility between personal goals and
corporate goals.
In 2015, performance evaluations of sales
personnel were conducted on a monthly basis
according to measurable, attainable, and
realistic targets, which were set by taking into
consideration the skill sets and current job
descriptions of the employee, and objective
and fair evaluations in accordance with these
targets. The Bank also achieved a high level of
employee motivation by making semi-annual
incentive payments to its employees.
TRAINING
Within the framework of its human resources
policies, VakıfBank supports the progress
of its employees in line with their career
targets, improves their motivation, creates
job satisfaction and increases work efficiency
through trainings. In line with the “Training
Need Assessment”, 2,300 classroom training
sessions were conducted on 398 different topics
in 2015. Some 57,953 participants received
a total of 484,423.75 hours of training during
these sessions. The Bank’s average employee
count was 15,410 during 2015; 12,641
employees attended at least one training
session while 8,837 employees attended
more than one training session. In addition to
classroom training sessions, 176,508 participants
attended e-learning modules offered on 77
topics.
PLANNING AND ORGANIZATION
In order to ensure the efficient and productive
functioning of Bank departments, VakıfBank
keeps a close watch on developments in the
banking sector and expends efforts towards
organizational restructuring. In response
to the requirements of departments and
legislative obligations, the Bank inaugurated
four departments in 2015. The Operational
Guidelines of eight departments were upgraded
so as to align the functioning of the Bank’s
departments according to current-day conditions
and legislative procedures.
HUMAN RESOURCES PRACTICES
