Capítulo 2. Grupos Económicos e industrialización El Grupo Devoto
2.3 El Grupo Devoto
2.3.2 Inicios de la diversificación de inversiones: del comercio al sector inmobiliario
TEB’s Human Resources Group strives to: • ensure that the TEB Group is always
prepared for change, while maintaining its organizational structure dynamic in line with the Group’s strategic plans and targets,
• ensure that the TEB Group recruits
individuals of the highest level of education with entrepreneurial talent and potential to develop themselves and their jobs, and who are well trained, innovative, like change, who are energetic, dynamic, adaptable to teamwork and able to adopt and lay claim to TEB’s corporate values, • support the personal and professional
development of TEB employees through development programs determined in accordance with their career roadmaps in order to ensure the use of the Bank’s human resources in the most effective and efficient manner, in line with TEB’s targets and strategies,
• create professional business environment and career development opportunities by benefiting from the training programs provided by BNP Paribas,
• create the Most Ideal Workplace for employees and become the most preferred bank for employees in the sector,
• contribute to the development of Bank employees in line with TEB Group’s targets and strategies within the framework of the approach entitled “continuous learning and development with the TEB Formation Academy”, which considers training and development as an investment in human resources,
• raise Bank executives from within TEB and preferentially evaluate in-house
applications for new positions,
• focus on various systems of reward and the Performance Evaluation System by
improving individual and team performance through processes and systems that increase quality at all times, and
• offer equal opportunities and facilities to everyone in line with their career
roadmaps.
With these practices, TEB Human Resources provides swift and effective support to all employees in all human resources related matters, while playing a key role in further raising the efficiency and performance of the TEB head office and the branches.
Recruitment
Recruitment in Numbers
At the end of 2013, the Bank had 10,000 employees on its payroll and a total of two head offices and 544 branches.
Of TEB’s employees, 62% are university graduates, 5.5% hold a master’s degree and 0.1% have a doctorate.
In 2013 TEB further strengthened its human resources by recruiting 2,410 new employees,
73% of who were field personnel.
Attaching great importance to the education and employment of young employees, TEB: • hired 159individuals through MT/ST
programs and 9 people through the
examination for the Assistant Inspector program;
• provided job opportunities in our “Call Center” to 265 students seeking to begin their careers during their education, and • offered internship opportunities to 660
university and 253 high school students.
University Activities–SMarch Ideas Campus
• In 2013, the TEB Human Resources Group continued to organize university campus activities aimed at identifying young, talented individuals and introducing them to TEB. The Bank carried out promotion activities in the campuses of Boğaziçi, METU, Koç, ITU, Sabancı, Bilkent, Galatasaray, YTU, Istanbul, Marmara, Bahçeşehir, Hacettepe, 9 Eylül and Ege Universities, thereby offering internship opportunity to 660 university students. • Our SMarch Ideas Campus provides
extraordinary training programs to students in their final two years at university with the opportunity to gain a better understanding of what innovation is, to get acquainted with a working
environment where creativity and
innovation is supported and rewarded, to have the chance for to talk to TEB’s senior managers and to meet new people and make new friends.
• A total of 95 students participated in 8 activities held in 2013, while the six most successful students were offered
internship opportunities.
Recruitment through the Social Media Channel
• We started to publish job vacancies on
LinkedIn, which is the world’s leading
social media institution. By this means, we were able to access the most appropriate candidates directly and rapidly and evaluate about 5,000 candidates. • We reach younger generations through
social media; for instance, we began to hold “TEB HR question-answer sessions” through Twitter. By means of this
interactive practice, we instantly answer all questions about TEB Human Resources and planning career at TEB through a Twitter feed.
TEB Passport
• The TEB Passport is a guide prepared to help recently hired employees get through their first days in TEB and adapt to the Bank much more rapidly. Containing the primary topics, TEB Passport is available through the Bank’s intranet portal.
Career Development
We carried out most management
appointments from our in-house resources by focusing on the career development of our employees. In 2013, a total of 88 successful TEB employees had been promoted as managers.
By sharing all open positions within BNP Paribas and TEB Groups with all of our employees through the e-jobs practice, we allowed everyone to become informed of new career opportunities and apply for new positions under equal circumstances. The In-House Career Opportunities Platform was launched in order to offer our employees various career paths within the TEB Group and prepare them for different duties and
positions by enrolling them on rotation programs.
Comprising of people who are specialized in their areas, our Human Resources Job Opportunities team provides consultancy services to all TEB employees on the career topic, thus ensuring that employees are placed in the most suitable positions in line with their competencies and performances.
Mentorship Activities at TEB
TEB’s Mentor program aims self-development of employees within the Bank and the Group companies by benefiting from professional knowledge and experience of mentors. Within the framework of the TEB Mentor program, 230 mentors provided support to more than 500 TEB employees in 2012.
TEB continued the Mentor program in 2013, supporting the development of 87 employees. Requests from Bank employees seeking to benefit from the TEB Mentor program, but
whose needs could be met through channels other than mentorship, were covered through different methods (such as training, rotation and career interviews).
Competence Management and Competence Development Plans in 2013
In 2013, the follow-on development of employees who had demonstrated high potential and performance within the framework of the Competence Management processes was specially conducted through Competence Management, in conjunction with the employee’s manager.
Competence Development Plans
By means of online “Competence
Development Forms” which are prepared for nearly 1,000 employees who offer high potential and who have demonstrated a high performance, we determine our employees’ strengths along with areas open for
improvement, and provide them with consultancy on their career roadmaps in the future. Moreover, we apply an 18-month development program enriched with rotation, e-learning and in-class training programs, interactive workshops and experience sharing meetings. A competence development form is prepared by the individual together with their manager and the respective Human Resources representative.
The Bank continued to support globally talented individuals seeking to work abroad in line with their career targets.
TEB continued to offer its employees
international career opportunities throughout 2013 as a member of the “Mobility
Community”, a platform established between France, Belgium, Italy, Luxemburg and the UK which further allows for position changes within the BNP Paribas Group and where rules and policies concerning new assignments to be made within the Group are determined.
Annual celebrations for Talent Day on May 17th
Employees deemed to offer high potential who have demonstrated a high performance were brought together in the annual event
and the Bank’s vision and common targets were shared with them. In the meeting held on the Talent Day, an open communication platform was established for these individuals within the framework of the theme,
“Innovation for Changing Consumer Trends”. The meeting was attended by the senior management of TEB. Following a number of speeches by senior managers concerning the Bank’s vision and targets, the Bank’s CEO and Deputy CEOs fielded a question and answer session about TEB’s vision and targets, as well as the sector and expectations.
Pay and Social Benefits
At TEB, we pay our employees their net wages and salaries every month after the required legal deductions have been made. In addition to monthly wages, all employees may receive performance-based payments and sales premiums or performance bonuses. The annual average amount of performance-based payments made by TEB to our employees in 2013 was 1.8 times the average personnel salary who received such payments.
Moreover, private vehicles and/or telephones may be provided to our employees in line with their duties and titles. All of our employees are covered by private health and life insurance policies. Our private health insurance policy also covers non-working spouses and children of employees. Moreover, our employees, at their sole discretion, may participate in our Bank’s Employer-Contributed Individual Pension System. Employees working at our head office benefit from our on premise restaurants and cafes, while we provide meal cards to our branch and regional employees. Personnel busses are provided to our employees working at the head office. The related provisions of the labor act on annual permits are applied by our Bank. Our Bank also offers social facilities for the use of all our employees and their relatives for social purposes.
The TEB Formation Academy in Saklıköy was opened for the service of our Bank in 2013 - not only as an education center, but also as a social and sports activity center, where our employees may relax with their families.
HR Solution Center
As a communication platform, the Human Resources Solution Center was established as the first reference point of questions and requests submitted by internal and external customers with respect to TEB’s HR practices. Aiming to respond to customers’ questions and requests rapidly and seamlessly and thus increase their satisfaction, the Center
continued its activities in 2013.
Great Place to Work®
TEB Human Resources Department acts like a Change Management leader in the Bank’s strategic projects.
With the goal of creating the Most Ideal Workplace for its employees and to be the most popular bank in the sector for employees, TEB has taken a number of
initiatives since it launched the “Great Place to Work” project at the end of 2012. To this end, the Bank conducted the “Great Place to Work” Survey at the end of 2013, which 84% of the banks employees contributed to the survey. The survey score in 2013 exceeded the score in 2012, in what was deemed a real example of success by the consultants of ‘Great Place to Work’.
Voice of Employees Platform
In another groundbreaking development in the sector, TEB established the ‘Voice of
Employees Platform’ of 600 employees
representing all departments within the Bank. The platform is a successful and exemplary practice in the sector, which helps all TEB employees get involved in decision processes with respect to issues in their area of interest.
Communication Activities at TEB TEB Employees Are Together
Events such as the “Photography Exhibition”, “Healthy Life” and “New Year Party”, etc. were held which allow employees of the Bank to spend enjoyable time together and discuss common issues.
TEB Bulletin
Published regularly every two months, the TEB Bulletin is a publication which includes all
news related to TEB and current issues to TEB employees. TEB undertook the necessary work for the publication of the magazine in an electronic format.
Celebration of Special Days
Various activities were organized for employees to celebrate such special days as Teachers’ Day, New Year and holidays.
TEB Club
TEB Club continued to conduct various sport, hobbies, and art and entertainment activities with the aim of bringing employees together out of working hours. Some of the events held by TEB in 2013 were as follows:
• Charity Marathons, • Football Tournaments, • Basketball Tournaments, • Volleyball Tournaments, • Trekking Tours, • Yoga/Pilates Trainings Directors Summit
The regular annual review meeting was held in 2013 to inform managerial staff and share the senior management’s messages.
HR Bizbize Meetings
HR Bizbize Meetings were held with the participation of more than 1,700 people from all regions, groups and the field in order to stand closer to our employees and listen to what they say.
A breakfast with new employees
Breakfasts were organized at specific intervals in order to hear the initial impressions of recently hired employees.
BNP Paribas Communication Tools
BNPP’s internal magazine, Ambition, and the internet TV channel, Starlight, which serve about 200,000 BNPP employees in 78 countries, continued to be offered to TEB employees in Turkish in 2013. Moreover, news concerning TEB was also published on the Echonet – BNPP’s intranet site.
TEB Formation Academy in Saklıköy
The TEB Formation Academy began to provide training sessions in Saklıköy. As well as
training, various sports and art event are held for TEB employees and their families at the TEB Formation Academy in Saklıköy.
Innovation at TEB
Highlighted as an example of innovation by the Gartner Group thanks to its continuous efforts in the field of innovation since 2007, TEB was deemed to have been the “Most Successful Bank in Innovation Management” for 4 years in succession by the European Financial Management Association (EFMA). TEB continued to foster a culture of
innovation in 2013 by offering innovative and creative products to its customers, and encouraging its employees and customers as well as university students and technological entrepreneurs to generate innovative and creative ideas through internal initiatives.
The 7th TEB SMarch Ideas Competition, one of
the clearest reflections of TEB’s efforts in innovation, was held in 2013.
Helping the lives of its customers with a range of innovative and creative services, TEB deems innovation as one of the most
important instruments in its strategy of making a difference.
A total of 10,200 projects were submitted to TEB in 2013 through the SMarch Ideas Competition. Our website
at www.icatcikar.com which received
applications for the competition attracted 171,000 visitors from 102 countries. Ideas submitted by customers, university students, new graduates and young professionals were once again turned into products and services by TEB and offered to its customers.
The TEB Family Academy was one such measure which was implemented. The scheme provides information on the
preparation and management of family budgets, keeping family expenses under control, the accurate management of debt, items that must be paid attention to when undertaking an investment, private pensions and the proper use of loans and credit cards. Another such innovative practice was TEB Pratik Haberci, which allows customers to instantly obtain information about all their accounts, credit cards and account activities. Finalists in the contest were offered career opportunities at TEB, in addition to monetary prizes. A total of eight finalists joined the TEB family in 2013.
Kıvılcım Portal
We continued to receive ideas for innovative products and services from TEB employees through our in-house innovation portal, “Kıvılcım”, and maintained a close view of these ideas in order to ensure that they were put into practice.
Every week in 2013, we carried out a practice entitled “Idea of the Week” on a separate topic related to TEB’s targets in order to receive our employees’ opinions about such topics.
The annually held traditional in-house “Innovation” contest, which aims to raise employees’ awareness on innovation and creativity, encouraged TEB employees to work as a team with those from other departments to generate new ideas, promoting team spirit while fostering an enjoyable competitive environment where innovative projects competed together.
A total of 350 ideas from TEB employees for innovation and improvement were
implemented through the Kıvılcım Portal, while efforts are still under way for another 60 ideas.
Traditional TEB SMarch Ideas Conference
The TEB SMarch Ideas Conference, an annual organization attended by TEB employees and customers, as well as globally known speakers, was held for the sixth time in 2013.
• 2013: Innovation for Changing Consumer Trends
• 2012: New Generation Banking in the Digital World
• 2011: Innovation in Customer Experience • 2010: Innovation from the Future to Today • 2009: Overcoming Difficult Times with
Innovation
• 2008: Open Innovation
In the SMarch Ideas Conference, whose theme for 2013 was “Innovation for Changing
Customer Trends”, some the industry’s leading representatives discussed the global developments in changing consumer trends, while awards were handed out to the most creative employees who submitted their ideas through the Kıvılcım Portal along with
customers, university students and new graduates who ranked in the top three in the SMarch Ideas Competition.
Training at TEB
Knowing that the most distinctive
characteristic in today’s financial services sector is “qualified and well-trained human resources”, TEB aims to support the personal and professional development of its
employees in the most effective manner. Training sessions held for this purpose, as well as projects of development and change are conducted with in-house or external resources and topics such as “enabling internal customer service standards” of training centers are included within the scope of training activities. In 2013, a variety of studies were performed on topics such as the effective use of our internal resources by expanding our team of internal instructors and by involving digital platforms in our training programs by keeping a close view of developing teaching
technologies.
The following activities were carried out within the framework of TEB’s training and development strategies and targets during 2013:
• A training program entitled “Strategy Map of TEB Stars”, attended by all of our
employees and which aims to create and spread the common corporate culture; • Orientations, Basic Training Programs and
Rotations for recently hired Bank employees;
• “Individual development plans” were prepared for employees of the Bank who had demonstrated high potential and superior performance; also, special training programs were designed in line with their needs;
• Training and coaching programs to
improve the leadership skills of managerial staff;
• Performance Management Training sessions were held to support our managers, both in the head office and in the field, in evaluating employees’ performance and capabilities;
• Training programs were held to increase sales for sales personnel to teach how to establish long-term and profitable
relationships with customers with different methodology and tools;
• Advanced programs were provided at the consultancy level for those sales personnel demonstrating a high performance; • Seminars were held in branches on basic
financial issues and banking needs for Bank customers within the scope of the TEB Family Academy initiative;
• Training sessions and tests aimed at enabling customers of the Bank to perform all basic checks before the realization of banking transactions, such as ensuring that the content of the transaction as well as all related information and documents comply with rules of procedure; that the Bank would not incur any losses during the provision of services to its customers; and to ensure customer satisfaction;
• Personal development training sessions,