HR Corner Business success takes precise HR positioning by Charles Mak Remaining medium-sized allows one foreign bank to offer employees diverse career opportunities Although enjoying a position as one of the leading financial institutions in France and having a significant presence in the Hong Kong market, Natexis Banques Populaires (NBP) has not developed a particularly high public profile. They have found, though, that in terms of recruiting the best talent, there are no disadvantages in maintaining the present approach. "We don't operate any large-scale HR programme to attract fresh graduates, but find instead that candidates with experience in the sector know about us through our worldwide reputation and are keen to join," says Keith Tong, head of HR and administration for NBP's Hong Kong branch. "Our strategy is to recruit trained professionals who have the essential know-how and related experience." However, graduates are still hired for trainee programmes and shorter-term assignments which allow them to gain valuable experience. As the banking industry evolves, high standards of professionalism are ever more important. NBP has taken a deliberate decision to position itself as a medium-sized institution and to encourage employees to develop all-round abilities. "First of all, we offer comprehensive training to help staff acquire all the necessary skills and knowledge to enable them to be top performers in several lines of business," Mr Tong says. "One of the main advantages of working for a foreign bank here in Hong Kong is that staff can get practical hands-on experience in different areas." Besides broadening the scope of training programmes, the bank also arranges job rotations so that employees can explore career opportunities and learn new competencies. "That helps us create a more flexible workforce and to match staff more closely with the changing requirements of their jobs," he explains. We make a special effort to maintain transparency and effective communication Tracking trends In order to keep pace with developments in the recruitment market, NBP identifies and monitors the latest trends. Taking note of these, they then coordinate training and internal transfers to allow individuals to gain additional experience and to prepare them for subsequent career moves. Mr Tong stresses that this is not always possible in larger banking institutions. "Staff who are interested in a career shift can always discuss it with their line manager or the HR department," he says. "This is more common for frontline staff who need to keep up with the market changes, selling new products and meeting different client expectations. Even if they are good at sales, it is important for them to continue developing their skills." Because of the bank's business philosophy, employees have the chance to consider a wide variety of job options. "We are flexible and make sure that decisions and approvals are handled quickly," says Mr Tong. There is also a strategic focus on maintaining a high level of morale and minimising staff turnover. For this, performance-based assessment schemes are in place and active feedback is encouraged. "Staff are fully engaged in decision making, change facilitation and the launch of projects, and their input is always appreciated," he adds. "Unlike in some larger organisations, our employees can voice opinions and make a real impact." This has been made easier by a policy of open communication and by involving staff in regular discussions either in person or via the bank's website. "We make a special effort to maintain transparency and effective communication. Active involvement and participation allows staff to develop a stronger sense of belonging," Mr Tong says. Retention policy To reduce the possibility of losing good frontline employees as the job market started to recover, NBP reviewed remuneration packages, but took a cautious approach to introducing new reward and incentive schemes. "We don't want to retain people by showering them with money, since that will not serve our long-term retention policy," Mr Tong explains. Instead, the bank focuses on broader issues like personal development and career opportunities. "We prefer to cultivate a long-term relationship with staff rather than just to offer short-term rewards," he says. He is well aware that HR professionals in the banking and finance industry will continue to face challenges in recruiting and retaining the best talent. Potential recruits will expect more and employers will have to respond to the competition. However, NBP intends to stick with its proven policies and take advantage of the ability to be flexible and responsive. "We know how to adapt to change and can react immediately to provide what employees need. This means we can help them achieve their career objectives and, as a result, the bank is in a better position to meet the financial needs of clients," Mr Tong concludes. Salient points Experienced professionals are attracted by the bank's worldwide reputation Comprehensive training gives recruits the chance to gain all-round experience Job rotations are used to offer new insights and maximise individual potential Market trends are monitored in order to keep training programmes relevant Staff are involved in decision making, change facilitation and new projects Strategic focus on long-term career opportunities rather than short-term financial incentives Taken from Career Times 2 September 2005, p. A16 Your comments are welcome at [email protected]