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We are climbing the career ladder
Promotion of employees began following
completion of the reorganization at the Head
Office and business processes. By taking
into account the norm personnel work, that
scientifically provides personnel planning and
requirements as well as the qualifications
of the personnel employed in various units
within the organization and number of
personnel needed having those qualities.
We support employee development with
training
The Bank planned and carried out trainings
for the entire workforce in 2013, with
the Training Department determining the
subject areas and content covered based
on a performance needs analysis. In 2013,
2,771 classroom training sessions were
conducted on 395 different topics; some
73,000 participants received a total of
528,701 hours of training. With a workforce
that averaged 14,200 employees during
the year, the Bank administered classroom
training to 9,471 personnel while 7,069 staff
members attended multiple training sessions.
In addition, 243,174 participants attended
e-learning sessions in 40 different subject
areas in 2013.
Employee motivation is important to us
Taking into account their competencies and
respective job positions, Bank personnel are
given measurable, attainable and realistic
performance targets; and, in line with these
targets, employee performance is measured
with an objective and fair evaluation, and
bonus payments are made accordingly. The
Bank makes these cash payouts, which aim
to incentivize employees, after a six-month
performance follow-up.
A work environment with gender equality
In 2013, VakıfBank signed the “Equality at
Work Declaration” developed under the
leadership of the Ministry of Family and Social
Policies and in collaboration with the World
Economic Forum. Along with this declaration,
the Bank committed to voluntarily comply
with the principles for the elimination of
gender discrimination and to pioneer the
promotion of these principles across the
country. VakıfBank has enhanced its existing
Human Resources Policies on the basis of
gender equality, recruits women employees
each year to support women’s participation
in the labor force and takes the necessary
measures to ensure health, safety and welfare
of all personnel - men and women.
2014 targets
VakıfBank set the following human resource
goals for 2014 to add to the Bank’s
achievements:
• Recruit necessary personnel in 2014 to
maintain the Bank’s growth and success,
• Within the context of the Bank’s ongoing
growth, promote existing Bank personnel
to higher seniorities considering lack of
norm staff at the Bank’s units / branches,
the need for qualified personnel in soon to
be opened units / branches and possible
turnover due to retirement, resignation,
etc.,
• Create an organizational structure based on
specialization of personnel in roles suitable
for their capabilities,
• Plan career paths of employees based on
their skills, performance and the trainings
received,
• Continue to provide training determined in
accordance with the training needs analysis
utilizing methods that benefit a greater
number personnel.
VakıfBank’s Human Resource Practices aim to
utilize the Bank’s existing human resources
as efficiently as possible to meet the Bank’s
strategic goals. It offers employees an equal
opportunity business environment at the same
time so the employees to feel the privilege of
working at VakıfBank.
In line with HR policies created within the
framework of the Bank’s growth strategy,
VakıfBank prioritizes the creation of motivation
and job satisfaction by supporting the
development of its employees. At the same
time, it aims to achieve the highest level of
commitment and happiness among them
thanks to its corporate and reliable structure.
The young, qualified new employees recruited
by the Bank through assessment processes
provide VakıfBank with a dynamic structure,
accelerated growth as well as increased
competitive strength.
In 2013, VakıfBank Human Resources
improved its career planning, training and
promotion processes to better contribute to
the development of personal and professional
advancement along with management and
leadership skills of its employees.
Consequently, VakıfBank Human Resources
contributed to the strengthening of the sense
of belonging by increasing the employees’
commitment to the Bank.
We are a growing family
The success of the Bank is based on
employees who are experts in banking,
committed to the mission, vision and values
as well as professional principles of VakıfBank.
They are open to development and learning
and adapt to rapidly changing technological
and economic developments. These skills
become opportunities to maintain the Bank’s
success.
In 2013, the Bank recruited 2,114 new
employees to meet the growing personnel
need driven by the growth strategy and
the restructuring of the Bank to cope with
increasing competition within the sector.
During the year, 634 employees left the
Bank due to retirement, resignation or other
reasons. At year’s end, VakıfBank employed a
total of 14,943 personnel, up 11% from 2012.
Human Resources Practices