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VAKIFBANK
ANNUAL REPORT 2014
PLANNING AND ORGANIZATION
Human Resources contributed to the establishment of a solid organizational structure with new branches/units in line
with the projects conducted regarding the Bank’s organizational structure. In addition, arrangements regarding duties,
authorities and responsibilities of the units were made by working directly with the related units. Task procedures of 22
units were updated and brought up-to-date and in compliance with the procedures of the practices.
With the aim of properly determining and employing human resources – who are the most important capital sources
of the organization – in terms of quality and quantity and mediating for the employee training and development in line
with the Bank’s corporate policy, the permanent staff project for the General Directorate units and the branches was
completed and announced to the organization.
With its strong capital structure, asset quality and an extensive branch network in the Turkish banking industry,
VakıfBank adopted the principle of providing effective, efficient and customer-oriented services. To this end, in order
to ensure the continuity of its strong organization, VakıfBank opened one Regional Directorate, one Regional Loans
Directorate, and six Units in 2014; the Bank reached 893 branches by adding 29 branches and five satellite branches, up
from a total of 859 branches in the previous year.
2015 strategic targets of the Bank regarding human resources practices are given below:
•
Making the necessary employee hiring with the aim of ensuring the continuity of the Bank’s accelerating progress
and its success,
•
With the aim of boosting employee motivation and productivity by increasing the communication within the
organization, converting the portal – where the screens, which are linked to the Bank’s Corporate Portal that contain
all the information and proposals about the Human Resources practices are located – to a platform that can be
actively utilized by all the employee,
•
As part of the Bank’s growth process, by taking into consideration the deficiencies in the permanent staff of the
Bank’s Unit/Branches, needs for authorized employees in the Branches/Units that were recently launched or will
soon be launched, and potential attrition (e.g. retirement, resignation), fostering employee promotions to a higher
title,
•
Making career plans for the employees according to their performance, skills and trainings they attended,
•
Setting targets for the sales teams in 2015 and transitioning from monthly performance monitoring to the daily
performance monitoring system,
•
Monitoring and implementing the latest HR practices, creating a work environment that increases the motivation and
productivity of the Bank’s employees in order to ensure employee engagement,
•
Ensuring that employees use their time off in compliance with the legislation,
•
Overseeing the implementation of the “Internal Customer Satisfaction Survey” in order to evaluate the services
provided by the General Directorate to the Bank’s branch employees,
•
Ensuring that the trainings administered under employee needs can be put into practice, support social learning, focus
on business results, and use technology intensively,
•
With the strength we derive from our customers and in line with the profitability, growth, deposit and loan increase
targets for 2015, continuing to perform the projects as planned for expanding the Bank’s branch network.