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MANAGEMENT AND CORPORATE GOVERNANCE PRACTICES
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HUMAN RESOURCES
PRACTICES
As a result of the human resources practices that it pursued in 2014 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.
EMPLOYEE MANAGEMENT
With its recruitment and employee selection processes that it conducted in line with its needs in 2014, VakıfBank aimed to provide the Bank with the right
employees who possess the qualifications required by the banking sector and who fit in the Bank’s corporate culture. After determining the minimum number
of employees needed for the fulfillment of its human resources policy, 974 new employees were hired in 2014 with the aim of recruiting the right candidates
who will increase the quality of the Bank’s workforce. Some 997 employees left the Bank due to retirement, resignation and other reasons during the reporting
period; as of year-end 2014, the number of Bank employees totaled 14,920. In line with the goal of utilizing the existing human resources more efficiently and
productively, one Regional Directorate, one Regional Loans Directorate, six new Units and 34 new branches commenced operation without adding headcount
compared to the previous year.
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 2014, 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.
Measurable, attainable, and realistic targets were set by taking into consideration the skill sets and current job descriptions of the employee; in addition,
objective and fair performance evaluations were conducted on a monthly basis for each employee in accordance with these targets in 2014. The Bank
achieved a high level of employee motivation by making semi-annual incentive payments.
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”, 2,495 classroom training
sessions were conducted on 360 different topics in 2014. Some 67,242 participants received a total of 612,667.25 hours of training during these sessions. The
Bank’s average employee count was 14,920 during 2014; 10,744 employees attended at least one training session while 7,495 employees attended more
than one training session. In addition to classroom training sessions, 274,623 participants attended e-learning modules offered on 64 topics.