VKF_FRAE_2017

109 VakıfBank Annual Report 2017 Trainer System were collected. The Bank’s goal for 2018 is to ensure that the employee selected as In-House Trainer Candidates complete the In-House Trainer Training Program successfully, and play an active role in training schemes. In training programs designed with the mixed learning model, e-learning training schemes are used intensively with increased subject diversity to support in-class training. In addition to classroom training sessions, 274,945 participants completed e-learning modules offered on 151 topics and there was an increase in the number of people. »» STRATEGIC GOALS FOR 2018 Pursuant to the related articles of the Bank’s Employee Directive and Specialized Employee Directive that govern promotions, the Bank plans to administer a promotion in title examination to employee and specialized employees in the Professional Public Servant category. As regards the career planning of Bank employees, a “Career Based Wage Management System” was introduced to assign not only titles but also task positions to the employee. As such, the employees will have the chance to move not only vertically, but also horizontally. The once-a-year administrative appraisal system has been discontinued to be replaced by a “Behavior-Based Competency Appraisal” system in 2018. Head Office Departments will start to be classified just like the branch departments. The Bank’s performance system will be modified to measure the performance of all Bank departments, whose performance has not been measured so far. All such departments will be assigned targets in line with the Bank’s overall strategies. In accordance with the Bank’s goals and strategies, VakıfBank keeps restructuring the Bank’s organization to meet its needs; revising the operational guidelines of all departments; and aligning them with the Bank’s business processes. In line with new laws, regulations and requirements for the banking sector, VakıfBank plans to constitute the coordination between the departments and support the developments that will impact the Bank’s structure. Armed with the awareness that the Bank’s most valuable asset is its human capital, the Bank plans to conduct the permanent staff analyses in order to determine the optimal employee needs of departments and branches. In 2018, in parallel with global and national economic policies, the Bank will focus on the four basic dimensions of its corporate strategy, namely efficiency, profitability, quality and growth so as to continue to expand its branch network as planned, powered by its customers. In order to ensure that it achieves its strategic objectives of corporate development and growth, the Bank will identify all requirements for training and development so as to nourish a corporate culture and enhance business results by enhancing employee performance and motivation, based on business goals, business quality/quantity criteria, and behavior-based competencies. The Bank plans to organize the training that will increase the human resources quality to meet these needs through practice-oriented, business results-focused methods that support social learning and make extensive use of technologies. Based on the results of the “Behavior Based Competency Assessment” of the employee, the competencies requiring improvement will be identified and competence-based training programs will be designed so as to enhance these areas of competence. A video broadcasting infrastructure is being established in the Bank, in order to ensure that the technology is used effectively in education and development activities, and that the employee can instantly access the content necessary for their personal learning needs. Training programs designed through the mixed learning model will be enriched with video content in 2018. The once-a-year administrative appraisal system has been discontinued to be replaced by a “Behavior-Based Competency Appraisal” system in 2018.