Commercial Bank of Ethiopia

Commercial Bank of Ethiopia

Human Resource Management Procedure

August 2017

i Human Resource Management Procedure

 Commercial Bank of Ethiopia

Acronyums

CHRM - Corporate Human Resource Management

CSPM - Career and Succession Planning Management

EPM - Employee Performance Management

ERC - Employee Relations and Communication

HR - Human Resource

HRBP - Human Resource Business Partner

HRD - Human Resource Development

HRM - Human Resource Management

MTP- Management Trainee Program

HRT - Human Resource Transaction

HRTM - Human Resource Transaction Management

L&D - Learning and Development

TMC - Talent Management Committee

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Table of Contents
Acronyums……………………………………………………………………………………ii
Table of Contents…………………………………………………………………………….iii
Definition of Terms………………………………………………………………………...ix
CHAPTER ONE: INTRODUCTION………………………………………………………..1
1.1. Preamble ............................................................................................................................. 1
1.2. Short Title ........................................................................................................................... 3
1.3. Objective of the Procedure.................................................................................................. 3
1.4. Scope of the Procedure ....................................................................................................... 3
1.5. Governing Rules ................................................................................................................. 3
1.6. Authority and Responsibilities............................................................................................ 3
1.6.1 Authority and Responsibilities of the President .................................................................3
1.6.2 Authority and Responsibilities of V/P Corporate Human Resource Management ............4
1.6.3 Authority and Responsibilities of Process Owners and Line Managers ............................4
1.6.4 Authority and Responsibilities of Director HRD and Director HRM ...............................4
1.6.5 Authority and Responsibilities of Managers of CHRM Process .......................................5
1.6.6 Authority and Responsibilities of Employees...................................................................5
CHAPTER TWO:RECRUITMENT and SELECTION…..…………………………………..6
2.1. Job Analysis ........................................................................................................................ 6
2.2. Job Description Development ............................................................................................. 6
2.3 Conducting a Competency Identification & Selection Meeting ......................................... 7
2.4 Maintaining /Updating the CBE Competency Matrix and Directories ............................... 8
2.5 Job Grading and Classification ........................................................................................... 8
2.6 Human Resources Planning ................................................................................................ 9
2.6.1 Planned HR Request ...........................................................................................................9
2.6.2Emergent HR Request ......................................................................................................10
2.7 Recruitment ....................................................................................................................... 10
2.7.1 Internal Recruitment .......................................................................................................10
2.7.2 Internal Recuritment utilized from the Succession Pool.................................................11
2.7.3 Internal Recuritment utilized from career path ...............................................................11
2.7.4 Internal Vacancy Announcement ...................................................................................12
2.7.5 Processing Internal Application and Screening .............................................................13
2.7.6 Candidate Assessment ....................................................................................................13
2.7.6.1 Designing Candidate Assessment Test..........................................................................13

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2.7.7 Administering Assessment Test ......................................................................................14

2.7.8 Candidate Interview ........................................................................................................15
2.7.9 Selection Panel Members ................................................................................................15
2.7.10 Selection Decision .........................................................................................................18
2.7.11 External Recruitment ......................................................................................................21
2.7.12 Processing Application and Screening...........................................................................22
2.7.13 Candidate Assessment ....................................................................................................22
2.7.13.1 Designing Candidate Assessment Test ........................................................................22
2.7.14 Administering Assessment Test ......................................................................................22
2.7.15 Candidate Interview ........................................................................................................24
2.7.16 External online Application Form for Interview ............................................................24
2.7.17 Hiring Decision ...............................................................................................................26
2.7.18 Pre-Employment Formalities ..........................................................................................28
2.7.19 Re-hiring Decision ..........................................................................................................29
2.7.20 Lateral Transfer ...............................................................................................................30
2.7.20.1 Bank Initiated Lateral Transfer ....................................................................................30
2.7.20.2 Employee Initiated Lateral Transfer ............................................................................30
2.7.21Demotion Procedure ........................................................................................................31
2.7.22 Contract-based Employment ..........................................................................................32
CHAPTER THREE:EMPLOYEE PERFORMANCE MANAGEMENT……,…………….33
3.1 Ensuring Employee Readiness .......................................................................................... 34
3.2 Performance Planning ....................................................................................................... 34
3.2.1. Cascading Targets by Role .............................................................................................34
3.2.2. Performance Planning Discussions with Individual Team Members .............................35
3.3 Data Tracking.................................................................................................................... 37
3.4. Performance Coaching and Feedback ............................................................................... 38
3.4.1. Performance Coaching ................................................................................................... 38
3.4.2. Performance Coaching Steps ......................................................................................... 39
3.4.3. First Session of the Coaching Process ........................................................................... 39
3.4.4. Second Session of the Coaching Process: ...................................................................... 40
3.4.5. Third Session of the Coaching Process:......................................................................... 41
3.4.6. Coaching for ‘Below Expectations’and “Unsatisfactory” Performance ........................ 42
3.5 Conducting Quarterly Employee Performance Appraisal ................................................ 43
3.6 Managing Performance Appraisal Grievances ................................................................. 46

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3.7 Conducting the Annual Performance Appraisal ............................................................... 46

3.8 Developing an Employee Performance Development Plan ............................................. 49
3.9 Rewarding Performance.................................................................................................... 52
CHAPTER FOUR: LEARNING and DEVELOPMENT…………………………………...53
4.1 Identifying and Assessing Training Needs ......................................................................... 53
4.1.1 Conducting Competency Gap Assessment` ....................................................................53
4.1.2 Competency Transition ...................................................................................................54
4.1.3 Training Calendar Development .....................................................................................55
4.1.4 Training Curriculum Development .................................................................................57
4.1.5 Annual Training Plan Development ...............................................................................58
4.1.6 Updating the Training Plan ..............................................................................................59
4.1.7Responding to Emergent Training Requests .....................................................................60
4.2 Trainer Selection ............................................................................................................... 61
4.2.1Reviewing Training Provider Selection Criteria ..........................................................61
4.2.2 Identifying, Screening & Selecting External Training Providers (ETPs) .......................61
4.2.3 Contract Signing for External Training Providers ..........................................................62
4.2.4 Identifying, Screening & Selecting Dedicated Trainers .................................................63
4.2.5 Contract Signing for Internal Dedicated Trainers ...........................................................68
4.2.6 Assessing Partnerships and Alliance with Training Vendors .........................................69
4.3 Training Content Design .................................................................................................... 69
4.4 Payment for External Trainers .......................................................................................... 71
4.5 Payment for Internal Trainers ........................................................................................... 71
4.6 Training Plan Implementation .......................................................................................... 72
4.7 Training Evaluation and Analysis .................................................................................... 73
4.8 Implementing Level I Evaluation Tool ............................................................................. 73
4.9 Designing Level II Training Evaluation and Analysis Tool ............................................. 74
4.10 Implementing Level II Training Evaluation (Multiple Choice Tests) .............................. 75
4.11 Level III Training Evaluation ........................................................................................... 76
4.12 Level IV Training Evaluation ........................................................................................... 76
CHAPTER FIVE: CAREER and SUCCESSION PLANNING MANAGEMENT…………77
5.1Successor Role Identification .............................................................................................. 77
5.2.Potential Successor Selection ............................................................................................. 80
5.3. Successors’ Pool Developmental Needs Assessment ....................................................... 81
5.3.1Successors Developmental Needs .....................................................................................81

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5.3.2. Conducting a 360 Degree Leadership Assessment .........................................................82

5.4 Conducting Successor Candidate Competency Gap Assessment ..................................... 83
5.5Providing 360 degree Leadership Assessment Feedback .................................................... 85
5.6 Developing the Personal Development Plan(PDP) ............................................................ 85
5.7 Treatment of Penalized/demoted Successors ..................................................................... 89
5.8Developmental Coaching .................................................................................................... 90
5.9The Developmental Coaching Steps…………………………………,..………………….90
5.9.1 360 Degree Assessment Report Feedback Coaching......................................................90
5.9.2 PDP Development Coaching (between Coach and potential successor) ........................92
5.9.3 PDP Approval Coaching ..................................................................................................92
5.9.4 PDP Follow-up and Progress Review Coaching .............................................................93
5.10 Updating and Communication of Succession Pools ......................................................... 94
5.10.1 Communicating List of Potential Successors .................................................................94
5.10.2 Data Updating and Maintaining of Evaluation Scores of potential successors ............. 94
5.11 Personal Development Plan Realization or Re-inforcement Process ............................... 95
5.12 Succession Planning Management Program Monitoring & Evaluation ........................... 95
5.13 Career Management .......................................................................................................... 96
5.13.1 Establishing the CBE’s Job Familiy ...............................................................................96
5.13.2 Career Paths/Ladders ......................................................................................................97
5.14 Management Trainees Program ........................................................................................ 98
5.14.1 Management Trainees Program Need Identification ......................................................98
5.15 Management Trainee Recruitment Criteria ...................................................................... 99
5.16 Managment Trainee Program Training Curriculum Design ........................................... 100
5.17 DevelopingManagement Trainee Program Trainer Selection Criteria ........................... 100
5.18 Amending Managment Trainee Program Training Trainer Selection Criteria ............... 101
5.19 Procedure for Setting Management Trainee Training Examinations ............................ 102
5.20 Implementing Management Trainees Job Placements .................................................... 103
5.21 Collecting on the Job Training Evaluations .................................................................... 103
5.22 Mentoring Program ......................................................................................................... 104
5.22.1Mentoring Relationships; ..............................................................................................104
5.22.2 Mentor and Mentee Selection Criteria ..........................................................................104
5.22.3 Mentor Orientation and Training ..................................................................................104
5.22.4 Matching – The Mentor-Mentee Pairing Process .........................................................105
5.22.5 Mentor Support, Recognition and Retention ................................................................106

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5.22.6 Terminating the Mentoring Relationships ....................................................................106

5.22.7 Mentorship Program Monitoring and Evaluation .........................................................107
CHAPTER SIX: EMPLOYEE RELATIONS and COMMUNICATION…………………108
6.1. Employee Induction and Orientation .............................................................................. 108
6.2 Employee Communication.............................................................................................. 110
6.3 Portal Usage .................................................................................................................... 111
6.4 Long Service Award ....................................................................................................... 112
6.5 Grievance Handling .......................................................................................................... 114
6.6 Filling-in Exit Questionnaire .......................................................................................... 115
CHAPTER SEVEN: HUMAN RESOURCE INFORMATION SYSTEM………………..117
7.1 Employee Data on Core HR System ................................................................................ 117
7.2 Issuing and Tracking Employees’ Personal Files ........................................................... 118
7.3 Segregation of Inactive employees’ Personal Files (Hard Copy) ................................... 118
7.4 Identification Card Production and Delivery .................................................................. 119
7.5 Identification Card Ribbon ............................................................................................. 119
7.6 Work Experience Certificate Providing .......................................................................... 119
7.7 Cost Sharing Letter Providing ........................................................................................ 120
7.8 Guarantee Letter Providing ............................................................................................. 120
7.9 Pension Scheme Arrangements for newly Recruited Employees ................................... 120
7.10 Employee Separation ...................................................................................................... 121
7.10.1 Voluntary Separation ....................................................................................................121
7.10.2 Age-Related Retirement................................................................................................122
7.10.3 Early Retirement ...........................................................................................................123
7.11 Medical Retirement ......................................................................................................... 125
7.12 Pension due to Incapacity ............................................................................................... 126
7.13 Payment of Salary and Benefits ..................................................................................... 127
7.13.1 Employee Salary ...........................................................................................................127
7.13.2 Salary Advance .............................................................................................................129
7.13.3 Annual Salary Increment ..............................................................................................129
7.13.4 Bonus Payment .............................................................................................................129
7.13.5 Fuel and Representation Allowance .............................................................................130
7.13.6 Verification Allowance .................................................................................................131
7.13.7 Acting Allowance Payment ..........................................................................................131
7.13.8 Cash Indemnity Allowance Payment ............................................................................132

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7.13.9 Hardship Allowances ....................................................................................................133

7.13.10 Housing Allowance ....................................................................................................133
7.13.11 Overtime Payment ......................................................................................................134
7.13.12 Shifting Allowance .....................................................................................................134
7.13.13 Driver and Motorist Bonus…………………………………………………………..135
7.13.14 Unjustified Absence and Penalty………………………………………...………….135
7.13.15 Cash Office Service Attendant Allowance Payment………………….………..…...136
7.13.16 Leave Management……………………………………………………..……………136
7.13.16.1Annual Leave……………………………………………………………………….136
7.13.16.2Sick Leave in a Year ................................................................................................136
7.13.16.3Maternity and Paternity Leave .................................................................................138
7.13.16.4Leave without Pay ....................................................................................................138
7.13.16.5Educational Leave ....................................................................................................138
7.13.16.6Accrued Leave and Leave Cleared Report ...............................................................138
7.13.17 Medical Coverage for Treatment Abroad ..................................................................139
7.13.18 Severance Payment ....................................................................................................139
7.13.19 Pensioner Benefits ....................................................... Error! Bookmark not defined.
CHAPTER EIGHT: HUMAN RESOURCE MANAGEMENT PROCEDURE
REVISION/EFFECTIVE DATE…………………………………….…………..142
8.1 Revision of the Human Resource Management Procedure .............................................. 142
8.2 Exceptions ........................................................................................................................ 142
8.3 Repeal………………………………………………………………………...…………..142
8.4 Effective Date ................................................................................................................... 142

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Definition of Terms
i. Aptitude Test: shall mean a structured, systematic means of testing job candidate`s
aptitudes to perform specific tasks and the reaction to a range of varying situations.

ii. Authenticity Certificate: shall meancertificate that warrants the genuineness of the gold
used to make lapel pins.

iii. Cascading: shall mean the process of translating the corporate scorecard into process, sub
process, team, and individual level scorecards.

iv. Collective Agreement: shall meanthe active and signed agreement made between the
CBE`s management and employees Labor Union.

v. Competencies:shall mean the knowledge, abilities and attitude required to perform a

specific task or function in the bank.

vi. Competency Directories: shall mean list of competencies required for all the jobs in the
bank, categorized as competency clusters;

vii. Competency Gap Assessment Tool: shall mean tool designed to measure or assess the
competency level of employee.

viii. Competency Matrix: shall mean a tool that contains the must to have competencies and
proficiency levels of a role.

ix. Conflict of Interest:shall mean a situation that has the potential to challenge the
impartiality of a selection panel member because of the possibility of family and an
acrimonious relationships with an applicant.

x. Critical Role: shall refer to key positions that would be difficult to fill because they require
particular expertise and/or the incumbents possess a wealth of knowledge for which
necessary skills in the sector is a projected labour market shortage and as the same time
difficult to develop the expertise with in reasonable period of time.

xi. Fuel Allowance: shall mean paymentsmade to employees in commuting from/to home and
to the workplace and to business related activities;

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xii. Hiring Manager: shall mean a supervisory staff member who requests the filling of a
vacant post, he/she shall chair the selection panel;

xiii. Interactive Process Representative:shall meana participant in the selection panel whose
job within a Process/Sub Process has interdependencies and /or interactions in terms of
work product input and / or output, with the job position being hired.

xiv. Lateral Transfer: shall meantransfer of an employee with in the same job grade to another
type of work or geographical location in order to make better use of his/her capabilities, to
take advantage of career growth or to solve personal /health problems.

xv. Line Manager:shall mean bank’s employee who managing a team of employees on a day-
to-day basis;

xvi. CompetencyTest:shall mean testtoassess candidate's knowledge and ability with regard to
the technical/ functional expertise critical for optimal performance in a specific role.

xvii. Representation Allowance: shall mean responsibility allowance provided to the

President, Vice Presidents, Directors, District and Branch Managers, Head Office
Managers, and Team Leaders in recognition of the wide-ranging managerial tasks.

ii. Talent Management Committee: shall mean the Process Council of the Bank which is
entrusted in ensuring that the talent management systems are effectively and efficiently
executed in line with bank’s current and planned business goals.

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CHAPTER ONE:INTRODUCTION
1.1. Preamble

Whereas, there has been a paradigm shift into the strategic human resources management function
and a fundamental change both in structure and practice of human resource management and
development;

Whereas, there is a need to align and integrate all the human resource activities in line with the Bank’s
vision, mission and corporate strategy;

Whereas, there is a need to implement best human resource management and development practices
and ensure that human resource activities are geared towards the achievement of the Banks corporate
strategies;

Whereas, there is a need to lay down an integrated human resource systemsthat shall ensure optimal
utilization of the Bank’shuman capital;

Now, therefore it becomes imperative to develop new human resources management procedure that
shall assist the Bank in properly implementing the human resources management and development
activities.

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Corporate Human Resources Management Process Structure

President

V/P – Corporate Human Resource Management V/P – Customer Accounts &Transaction Service

J
Director – Human Resource Director – Human Resource District Manager
Management Development

District – Human Resource

Manager –HR Manager - HR Manager – Emp. Business Manager
Manager – Human Manager – Career Manager –Emp. Manager –
Recruitment& Transaction Relation & Resource Business and Succession Mgt Performance Learning &
Selection Management Communication . Partnering Management Development

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1.2. Short Title

This procedure shall be cited as Commercial Bank of Ethiopia human resource management
procedure.

1.3. Objective of the Procedure

The major objectives of this procedure are to:
i. Serve as aguide for the effective implementation of the bank’s human resource
development strategy;
ii. Serve as a guideline to supervisors and employees in the day-to-day task of managing
human resources managemnt and developmnt activities in a way that supports a positive
work environment at Bank;
iii. Define the roles and responsibilities of the supervisors and employees of the Bank.
1.4. Scope of the Procedure
This procedure applies to all supervisors and employees of the Bank.

1.5. Governing Rules

This procedure shall be governed by:

i. The labor law and other applicable legislation and regulations of the Federal
Democratic Republic of Ethiopia;
ii. Directives of the National Bank of Ethiopia related to human resource management and
development;
iii. The Bank’s human resource policy;
iv. The Bank’s corporate governance; and
v. Internal control framework of the Bank.
1.6. Authority and Responsibilities
1.6.1 Authority and Responsibilities of the President

The President of the Bank shall have the following authority and responsibilities:

i. Aprove the human resource managementprocedure in accordance with the human

resource policy;
ii. Ensure the proper implementation of the human resourcemanagementprocedure;
iii. Subject to the approval of the Board, employ, assign and dismiss top management
members of the Bank accountable to him/her and define their functions;

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iv. Employ, assign and dismiss employees of the Bank in accordance with the internal
regulations of the Bank and the appropriate law, and determine their salaries and
allowances;
v. Approves job grades for existing and new posts;
vi. Approves re-hire decision;

1.6.2 Authority and Responsibilities of V/PCorporate Human Resource

Management
The V/President Corporate Human Resource Management shall have the following authority
and responsibilities:
i. Develop human resource management procedure in line with the Banks human resource
policy;
ii. Communicate the human resource management procedure up on approval;
iii. Ensures that the human resources activities of the Bank is managed in in accordance with
the human resource policy, the labor law, civil code and other related laws of the country;
iv. Ensures that Processes of the Bank perform human resource activities as per dictates of
the human resourcemanagement procedures, the human resource policy, the labor law,
civil code and other related laws of the country;
v. Provides technical supportand expert advice for Process Owners during the
implementation of the human resourcemanagement procedure;
vi. Works in collaboration with Process Ownersduring the implementation of the human
resourcemanagement procedure.

1.6.3 Authority and Responsibilities of Process Owners and Line Managers

All Process Owners and Line Managers shall have the following authority and
responsibilities:

i. Ensure they are familiar with the Bank’s, human resources policy, procedures and ;
ii. Partner with employees and ensure the proper implementation of the human resources
policy and procedure.

1.6.4 Authority and Responsibilities of Director HRD and Director HRM

The human Resource Management and Development Directors shall have the following
authority and responsibilities:

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i. Ensure that the human resource management procedure is implemented consistently

across the Bank;
ii. Support supervisors and employees in the implementation of the human resource
management procedure;
iii. Ensure that the Process Owners, Line Managers’ and employees’ feedback, concerns
and recommendations are received and handled appropriately;
iv. Propose the human resourcemanagement procedure for revision when a need arises.

1.6.5 Authority and Responsibilities of Managers of CHRM Process

Managers of CHRM Process shall have the following authority and responsibilities:

i. Support employees in the interpretation and implementation of the procedure

ii. Work closely with each other to ensure that the human resource management procedure
is implemented consistently and aligned with each team’s activities;
iii. Guide, support and advise supervisors and employees on all aspects of human resources
management and development activities;
iv. Work closely with supervisorsin articulating their concerns, feedbacks and
recommendations.

1.6.6 Authority and Responsibilities of Employees

i. Employees shall be responsible to comply with the terms and conditions stated under
this procedure.

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CHAPTER TWO:RECRUITMENT and SELECTION

2.1. Job Analysis

2.1.1. Job analysis is done where information about job content and competency
requirements need to be established for new roles or updated for existing roles.
2.1.2. Process Owners shall submit all job analysis requests to the HR Recruitment and
Selection Manager.
2.1.3. The HR Recruitment and Selection Manager reviews the request and issues job
analysis questionnaire, if necessary.
2.1.4. Employee(s) complete job analysis questionnaires.
2.1.5. The HR Recruitment and Selection Manager, and District HR Business Manager/
Human Resources Business Partner conduct job analysis interviews with
employee(s).
2.1.6. The HR Recruitment and Selection Manager or District Human Resources Business
Manager/Human Resources Business Partner shall initiate job analysis by conducting
desk audit.
2.1.7. Job analysis questionnaire shall be used to develop or update role job descriptions
and /or as inputs to employee classification /job evaluation.
2.2. Job Description Development
2.2.1. To request a new role job description/an amendment to an existing role job
description the Process Owner sends a written request along with a filled Bank’s
Prescribed Job Documentation Form to the Director of Human Resources
Management. The request shall be accompanied by:
i. A summary of the objective, key roles and responsibilities;
ii. The critical competency requirements.
2.2.2. The Director Human Resources Management passes the request to the HR
Recruitment and Selection Manager.
2.2.3. The HR Recruitment and Selection Manager reviews the job summary and together
with the HR Recruitment and Selection Expert, commences the process of laying
out comprehensive job description for the new role/existing job role as per the
role requirement and job description template.
2.2.4. The HR Recruitment and Selection Manager submits the draft job description to the
Director of Human Resources Management for review.

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2.2.5. The Director of Human Resources Management forwards the reviewed new job
description to the VP - CHRM for approval.
2.2.6. The Director of Human Resources Management sends the approved job description
to the requesting Process Owner, Director of Human Resources Development and
HR Recruitment and Selection Manager.
2.2.7. HR Recruitment and Selection Expert shall insert the approved Job Description into
Oracle system using Posting Details functionality.
2.2.8. HR Recruitment and Selection Expert shall updates the Job Description on the
system if there is a change.
2.3Conducting a Competency Identification & Selection Meeting
2.3.1 Where a Competency Identification and Selection Meeting is required (for amended
job role, new job role etc.) the Director - Human Resources Management requests the
HR Recruitment &SelectionManager to update the Competency Matrix and
Directories with the requested changes as a draft discussion document.
2.3.2 The HR Recruitment &Selection Manager requests the HR Recruitment &Selection
Expert/ Officer to prepare the draft competency matrix and directories.
2.3.3 The HR Recruitment &Selection Expert/Officer sends the draft competency matrix
and directories to the Manager for review.
2.3.4 The HR Recruitment &Selection Manager reviews the documents and sends a copy
to the Director - Human Resources Management. If clarification or amendment is
required, steps 2.3.2 to 2.3.4 are repeated.
2.3.5 The Director - Human Resources Management invites the relevant Process Owner to
participate in a Competency Identification, Selection and Proficiency Level meeting.
The invitation is accompanied by the draft updated Competency Matrix and
Directory. The HR Business Partnering Manager shall be in attendance at the
meeting.
2.3.6 The Director - Human Resources Management leads the meeting requesting the
relevant Process Owner to confirm the changes in competencies and/or proficiency
expectations related to each Job Title where applicable.
2.3.7 TheHR Recruitment &Selection Expert/Officer shall take notes during the
discussions. The note takers are responsible for completing and updating the
competency matrix based on the meetings confirmations.
2.3.8 When all changes have been discussed and agreed, the Director - Human Resources

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Management closes the meeting.

2.4Maintaining /Updating the CBE Competency Matrix and Directories
2.4.1 At the conclusion of every Competency Identification & Selection meeting, the
Annual Performance Cycle and/ or every two fiscal years whichever comes first,
the bank’s Competency Matrix and Directories shall be updated to reflect the
changes to existing competencies and/ or proficiency expectations necessitated by
the following;
i. Change in strategy/ new strategic initiatives
ii. Changes in Job roles
iii. Creation of new Job roles
2.4.2 The HR Recruitment &Selection Manager requests the Recruitment &Selection
Expert to update the Competency Directories and relevant Process area
competency matrix with new competencies/ proficiency levels.
2.4.3 TheHR Recruitment &SelectionExpert updates the Competency Matrix and
Directories and sends to the HR Recruitment &Selection Manager for review.
2.4.4 The HR Recruitment & Selection Manager reviews the updated Competency
Matrix and Directories and sends to the Director Human Resources Management,
for review.
2.4.5 The Director Human Resources Management reviews the documents and requests
approval from the V/P - CHRM. If clarification and/ or amendment are required,
steps 2.4.2 to 2.4.4 are repeated.
2.4.6 The V/P - CHRM gives approval and the updated Competency Matrix and
Directory is communicated bank - wide via email and/ or the bank intranet.
2.4.7 HR Recruitment and Selection Expert defines the competency requirements in the
Oracle system on the basis of Job with expected minimum competency level.
2.4.8 HR Recruitment and Selection Expert shall insert new or updated competency
categories and/or competency names into Oracle system with expected levels of
proficiency.

2.5Job Grading and Classification

2.5.1 Where a new job is created or an existing job needs to be significantly amended, the
Director of Human Resources Management shall request the HRRecruitment and
Selection Manager to determine the appropriate classification and grading of the job.

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2.5.2 The HR Recruitment and Selection Manager and Experts shall classify and grade the
job, based on:
i. Job analysis and job description;
ii. Critical competency and proficiency requirements (competency metrics) ;
iii. Job grade classification criteria.
2.5.3 The HR Recruitment and Selection Manager sends the recommended job grade and
classification to the Director of Human Resources Management for review along with
the following:
i. Job analysis and job description;
ii. Critical competency and proficiency requirements;
iii. Job grade classification criteria.
2.5.4 The Director of Human Resources Management and V/P- Corporate Human
Resources Management review the job classification, grade it, co-sign and forward it
to the president for approval.
2.5.5 On approval, a notification of the new job grade and job classification shall be sent
to the Process Owner and Director - Human Resources Management.
2.5.6 The Director of Human Resources Management sends the approved job grade and
job classification to create, amend and disable organization, Job, position, location
and position grade on core HR System.
2.5.7 The Recruitment and Selection Manager creates, amends and disables organization,
Job, position, location and position grade as appropriate on core HR System.

2.6Human Resources Planning

2.6.1Planned HR Request
2.6.1.1 When the planning period approaching, the V/P-Corporate Human Resources
Management sends HR Resources Plan call to the respective Process Owners
requesting them to submit their human resources requirements.
2.6.1.2 District Human Resource Business Managers and Partnersshall support District
Managers and Process Owners to prepare District and Process HR Plan.
2.6.1.3 The Process Owners and District Managers submit their plan to the HR Recruitment
and Selection Manager who consolidates the bank-wide plan and submit it to the
Director of Human Resources Management.
2.6.1.4 The Director of Human Resources Management shall review and forward the HR
Plan to the VP-Corporate Human Resources Management who forwards/ submits
the plan to the Process Council for deliberation.

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2.6.1.5 Upon the approval of the HR Plan by the Process Council, the V/P-Corporate
Human Resources Management communicates the plan to the Office of Strategy
Management and the concerned Process Owner via the Director Human Resources
Management.
2.6.2 Emergent HR Request
2.6.2.1 HR requirement requests that emerge after the plan period shall be presented to the
respective Process Owner backed with justifiable reasons.
2.6.2.2 If the Process Owner accepts the request, he/she shall bring it to the attention of the
V/P- Corporate Human Resources Management.
2.6.2.3 The V/P-Corporate Human Resources Management forwards the request to the
Director of Human Resources Management for further analysis and
recommendation.
2.6.2.4 The Director of Human Resources Management forwards the request to HR
Recruitment and Selection Manager for analysis.
2.6.2.5 The Director of Human Resources Management reviews the analysis forwarded by
the HR Recruitment and Selection Manager and puts his/her recommendation for
approval.
2.6.2.6 Emergent HR request shall be approved by the President if the request deviates by
10% and above from the planned HR request.
2.6.2.7 If the variation of the emergent HR request is below 10% from the plan, however,
the VP -Corporate Human Resources Management shall approve the additional staff
requirement.
2.6.2.8 Process Owners or Districts shall communicate approved requests to their respective
HR teams for execution and to the Office of Strategic Management for plan
inclusion.
2.7 Recruitment
2.7.1 Internal Recruitment
2.7.1.1 The Director Human Resources Management shall make sure that the design and
implementation of a fair, consistent, transparent, and effective approach to
recruitment are in place by ensuring that:
i.Internal recruitment is employed before any consideration of external recruitment
for all vacant positions from job grades 4-18, excluding Junior
officer,Management Trainee and outsourced position; and

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ii.Positions with no demonstrable internal pipeline (specialized skills such as

Attorney, IT Professionals, Engineers and Health Professionals) are advertised
internally and externally simultaneously.
2.7.2 Internal Recuritment utilized from the Succession Pool

2.7.2.1 The HR Recruitment and Selection team/ District HR Business team shall build a
strong linkage through an integrated system with the Career and Succession
Management team to identify successors eligible to the vacancy.
2.7.2.2 The internal vacancy which is in the identified succession pool shall be filled from
the succession pool supplied by the Career and Succession Management team.
2.7.2.3 Employees enlisted in the succession pool shall apply to fill the internal vacancy
through competition.
2.7.2.4 If there are no applicants from the succession pool, the Director Human Resources
Management or the District Manager, in consultation with the line manager, can
give appointment from the succession pool
2.7.2.5 If such appointment is unsuccessful, the respective Human Resource team can
select other applicants outside the succession pool as per the job specification.
2.7.2.6 If there is no applicant as per the specification or if the mininmum passing mark
for the exam is not obtained the post can be re-advertised to select from applicants
who fulfill the specific related work experiences and minimum educational
qualification.
2.7.2.7 . If the number of selected staff is not sufficient to fulfil the required number of the
posts,the post shall be re-advertized for the additional required number of staffs
after selecting the employees who fulfilled the criteria.
2.7.3 Internal Recuritment utilized from career path
2.7.3.1 If the role has no identified succession pool or if not possible to select from the
sucession pool above, the post shall be advertised to all employees to attract
qualified applicant.
2.7.3.2 If there is no applicant as per the specification or if the mininmum passing mark
for the exam is not obtained the post can be re-advertised to select from applicants
who fulfill the specific related work experiences and minimum educational
qualification.
2.7.3.3 If the number of selected applicant is not sufficient to fulfil the required number
of the posts,the post shall be re-advertized for the additional required number of
staffs after selecting the employees who fulfilled the criteria.

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2.7.4 Internal Vacancy Announcement

2.7.4.1 The Process /District sends staffing request for vacancy posting to the HR
Recruitment and Selection Manager.
2.7.4.2 The HR Recruitment and Selection Manager instructs the HR Expert to check
whether the vacancy request is included in the HR Plan.
2.7.4.3 For emergent staff requests, the request shall be accompanied by approved
emergent staffing request.
2.7.4.4 The HR Officer in Recuritment and Selection shall prepare vacancy announcement.
2.7.4.5 The HR Recruitment and Selection Manager checks and approves the prepared
vacancy announcement.
2.7.4.6 The vacancy shall be advertised on the Oracle employee self Service .
2.7.4.7 An internal vacancy announcement shall include:
i.Position;
ii.Job grade;
iii.Organization;
iv.Vacancy number;
v. Organization Manager;
vi.Job specification (specific requirements of the position with knowledge, skill,
competencies, and preferred credentials and experience);
vii.Job description (overall purpose of the job with responsibilities and duties);
viii.Submission instructions.
2.7.4.8 The HR Officer in Recuritment and Selection posts the vacancy on the employee
self service . For offline Branches the District HR Business managers are required
to make sure that the hard copy vacancy announcement is sent to the offline
Branches.
2.7.4.9 The Oracle employee self service is the CBE’s main internal vacancy
announcement media.
2.7.4.10 Employees are responsible to apply online through oracle employee self service
and follow up the staus of their application.
2.7.4.11 Offline Branches employees are responsible to apply with hard copy to the HR
Recruitment and Selection Manager/respective HR Business manager in
Districts.
2.7.4.12 Internal vacancy announcements shall be posted and remain active in the oracle

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employee self service CBE for seven (7) working days.

2.7.5 Processing Internal Application and Screening
2.7.5.1 The HR Officer in Recruitment and Selection/HR Business Officer in Districts view
online applications in response to internal vacancy announcements.
2.7.5.2 The HR Recruitment and Selection Manager/HR Business Manager shall review or
monitor applications on the IRecruitment systems at any time during the application
period.
2.7.5.3 The HR Recruitment and Selection Officer / HR Business officer in Districts takes
the performance appraisal result of applicants through an integrated system with the
oracle Employee Performance Management system for internal recruitment.
2.7.5.4 The HR Officer in Recruitment and Selection/HR Business Officer in Districts shall
notify and invite candidates on through IRecuritment System for the assessement
tests and/or interview as appropriate for those who fulfilled the minimum
requirement.
2.7.6 Candidate Assessment
2.7.6.1 Designing Candidate Assessment Test
2.7.6.1.1 A Competency test that every process develops shall be objective type and include
either one or the combination of the following:

i. Multiple choice;
ii. True or false;
2.7.6.1.2 The Process shall prepare essay type test to evaluate the candidate’s analytical and
writing skills required for the post exceptionally but all multiple choice and
true/false type exam shall be entertained only by the GIEOM/ORACLE system.
2.7.6.1.3 The HR Recruitment and Selection Manager /District HR Business Manager shall
establish a test Bank for essay type questions as found appropriate, and keep the
confidentiality of the competency tests, otherwise, shall send their request to
Director Human Resource Management/District Manager to arrange test on
GIEOM/ORACLE system for non essay type questions.
2.7.6.1.4 Written examination shall be conducted for all job grade 13 and below positions.
2.7.6.1.5 Both written examination and interview shall be administrated for managerial
positions of job grades 13.

2.7.6.1.6 The Process corrects and marks essay type test and forwards the result to HR

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Recruitment and Selection Manager/District HR Business Manager not later than

three working days .
2.7.6.1.7 Learning and Development team adminster and forward for tests on
(GIEOM/ORACLE) to HR Recruitment and Selection Manager/District HR
Business Manager immediately on the examination date.
2.7.6.1.8 A bank-wide passing score should be 70% for Competency Test where as 50 % is
for aptitude test.
2.7.6.1.9 HR Recruitment and Selection team should maintain standard essay type
Competency Test for specified roles, otherwise multiple choice and true/false type
questions shall be forwarded by the processes to Director Human Resource
Development to incorporate into the exam Bank in the GIEOM/ORACLE system.
2.7.6.1.10 The Director of HRM shall select the appropriate Competency Test from exam
banks, ensuring alignment with CBE performance requirements.
2.7.6.1.11 The GIEOM/ORACLE portal administrators enrolls the candidate for exam.
2.7.7 Administering Assessment Test
2.7.7.1 The HR Officer in Recruitment and Selection / HR Business Officer creates an
Assessment Participant List wherein applicants who meet the job specification are
registered.
2.7.7.2 The HR Officer in Recruitment and Selection/HR Business Officer, after obtaining
approval from the HR Recruitment and Selection Manager or District Human
Resource Business Manager, invites candidates to take written test.
2.7.7.3 The HR Officer in Recruitment and Selection /HR Business Officer shall arrange
examination room for essay type Competency Test .
2.7.7.4 Internal candidates Competency Test can be entertained by GIEOM/ORACLE
system at their work place.Candidates supervisros are responsible to oversee and
control the process.
2.7.7.5 The HR Officer in Recruitment and Selection / HR Business Officer administers
the assessment tests ensuring that all candidates:
i. Have equal time to do the test
ii. Have equivalent equipment and environment during taking the assessment;
iii. Take the same test for specified role at the same time.

2.7.7.6 The HR Officer in Recruitment and Selection / HR Business Officer administers

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Competency Test for specified roles based on the Assessment Participant List.
2.7.7.7 If the exam is essay type, the HR Officer in Recruitment and Selection/HR Business
Officer shall give each examinee a code that identifies their papers. The code are
placed on the test in lieu of their names. The HR Officer in Recruitment and
Selection / HR Business Officer shall maintain a list of examinees.
2.7.7.8 At the completion of the test, the HR Officer in Recruitment and Selection /HR
Business Officer passes the examination papers to the relevant process.
2.7.7.9 The Processes /line manager marks the test and submits the results to HR
Recuritment and selection Manager /District Human Resources Business Manager.
2.7.7.10 The HR Officer in Recruitment and Selection /HR Business Officer matches the
names with the results and passes the list to the HR Recruitment and Selection
Manager/ District Human Resources Business Manager.
2.7.7.11 The HR Officer in Recruitment and Selection/HR Business Officer in District files
assessment answer sheet with the application.
2.7.7.12 The HR Officer in Recruitment and Selection/HR Business Officer in District shall
communicate all internal applicant who fail the assessment test through the
iRecuritment system.
2.7.8 Candidate Interview
2.7.8.1 Interviews shall be conducted for all managerial positions.
2.7.8.2 The HR-Recruitment and Selection Manager/District HR Business Manager review
qualified candidates for interview based on the results of the test.
2.7.8.3 Applicants shall be invited for interview through self service if they score passing
mark in the test they take.
2.7.8.4 The HR Officer in Recruitment and Selection / HR Business Officer contacts
shortlisted applicants and members of the Selection Panel to inform them about the
date and venue of the interview through the system.
2.7.9Selection Panel Members
The selection Panel shall consist of three members. The specific compositions are
listed below for internal selection:

At Corporate Level

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a ) For Job Grades 16 and above (Senior and Executive Management )

Job Title Responsibility

The President Chairperson
VP- Corporate Human Resources Management Member
Interacting Process Representative/Process Owner Member

b) For Job Grades 14 and 15 (Middle Level Management )

Job Title Responsibility

Process Owner / Director of Recruiting Process Chairperson

Hiring (Line) Manager, if different from the Chairperson Member

or District Manager/Interacting Process Owner
Director Human Resources Management Member

c)For Job Grades 13 and Below (For Operative level Management,

Experianced Professional, Professionals, Junior Levels, clerical and
Serviec workers)

Job Title Responsibility

Director of Recruiting Process/ Hiring Manager Chairperson
Recruitment and Selection Manager Member
Human Resources Business Partner Member
Labor Union Representative, where role is non supervisory. Observer
(Labor Union Representative shall not attend interviews for
managerial posts.)

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II. At District Level

For Job Grades 13 and Below (for Operative Level Management, Experianced
Professional, Professionals, Junior Levels, Clerical and Service Workers);

Job Title Responsibility

District Manager Chairperson
District Human Resources Business Manager Member
District Operation Manager Member
Labor Union Representative, where role is non supervisory. Observer
(Labor Union Representative shall not attend interviews for
managerial posts.)

2.7.9.1 Interview panel member shall exclude himself or herself from any interview, if there
is a conflict of interest with the candidate.
2.7.9.2 The HR Recruitment and Selection Manager or District HR Business Manager selects
technical, leadership and organizational value interview questions, as the case may
be, from the Competency Interview Catalogue and submit it for a review of the
Selection Panel.
2.7.9.3 The HR Officer in Recruitment and Selection /HR Business Officer provides an
interview pack for the selection panel. The pack shall consist of:
i. Job descriptions;
ii. Internal candidate’s summary profile and
iii.Candidate interview rating sheets;

2.7.9.4 Candidates are requested to report to the HR Officer in Recruitment and Selection
/ HR Business Officer in District on arrival for the interview; and the HR Officer in
Recruitment and Selection/ HR Business Officer is responsible for showing
candidates into the interview room. The Selection Panel shall rate the interviewee
and sign on the interview sheet.
2.7.9.5 The Selection Panel rates each interviewee independently in the designed interview
sheet and the average result shall be taken for the decision.
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2.7.9.6 The HR Officer in Recruitment and Selection /HR Business Officer in District
generate and sends online employment letter for the selected applicant after geting
approval from the concerned authority.
2.7.10 Selection Decision
2.7.10.1 Hiring decisions for all internal non-managerial positions shall be made on the basis
of the competency test and performance appraisal result.

2.7.10.1 The HR Recruitment and Selection Manager /District HR Business Manager keeps
the applicant reserve list on the system for same vacancies in the following six
months.
2.7.10.2 Hiring of managerial position shall be decided by the cumulative results of the
interview, performance Appraisal result and the competnecy test.
2.7.10.3 The HR Recruitment and Selection Manager/District Operation Manager, in
conjunction with the District HR Business Manager, shall decide on the selection
of non managerial position of job grades 13 and below, based on the Competency
Test and performance result.
2.7.10.4 For all managerial posts of job grade 14 and above, the Selection Panel makes
selection decision based on the cumulative result of the interview,competency test
and performance appraisal result. However, for all head office managerial positons
that are above job grade 14 and for Districts, Credit Appraisal and Loan Recovery
positon the approval of the president should be obtained .
2.7.10.5 For job grade 18, the letter of job offer shall be aproved by the President.
2.7.10.6 For job grades 16 and 17 the job offer letter shall be aproved by the president or
V/P CHRM.
2.7.10.7 For job grades 14 and 15, the job offer letter shall be aproved by the Director HRM.
2.7.10.8 For managerial position job grades 13 and below, the District Manager or the
Director HRM shall approve the job offer letter.
2.7.10.9 For job grades 13 and below (non-managerial positions) the job offer letter shall
be approved by HR Recruitment and Selection Manager or District HR Business
Manager.
2.7.10.10The applicant shall respond the Job offer with in three days after the date of Job
offer through the system.
2.7.10.11 The HR Officer in Recruitment and Selection /District HR Business officer sends
a standard regrete message online to the candidates who did not succed in the
selection.

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2.7.10.12The HR Recruitment and Selection Manager or District HR Business Manager

shall ensure that the completion of selection process for internal recruitment does
not exceed:
i. 18 working days for vacancy having only examination conducted on
GIEOM/ORACLE from the date of vacancy announcement.
ii. 20 working days for vacancy having only essay type examination from the date
of vacancy announcement.
iii. 23 working days for vacancy having both interview and examination conducted
on GIEOM/ORACLE from the date of vacancy announcement.
iv. 25 Working days for vacancy having both interview and essay type
examination from the date of vacancy announcement.
2.7.10.13The Selection Panel approves on the selected candidates and forwards the decision
to the HR Recruitment and Selection Manager /District HR Business Manager,
accompanied with interview rating sheets.
2.7.10.14The HR Officer in Recruitment and Selection /HR Business Officer in District
shall upload interview results in the system.
2.7.10.15The Selection Panel members shall sign on the Candidate Selection Form.
2.7.10.16 Priority shall be given to female applicants, if they are on equal footing with male
candidates.
2.7.10.17 Applicant’s seniority shall be considered whenever the same gender applicants
are equal in rank.
2.7.10.18 Internally selected employee shall be released to the new position within 10
working days through Manager self service .
2.7.10.19 A selected employee shall hand over all required documents to his/her successor.
2.7.10.20 The HR Officer in Recruitment and Selection / HR Business Officer in District
shall assign the employee on the System and generate promotion letter on the
system.
2.7.10.21 An employee shall be eligible to apply for the vacancy only when he/she scores
meet expectation and above in performance appraisal result.
2.7.10.22Examinations and interviews shall have the following proportion in the different
job categories for internal applicants.The competency test taken out of 100 with a
pass score of 70% is converted into the following proportion as indicated in the
examination column.

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Proportion
Job Category
Examination % Interview Performance
% Appraisal Result
%
Job grades 14 and above 50 50
Experianced Professional and 50 - 50
professional posts for job grades (9-
13)
Operative level Management posts for 30 20 50
job grades 13 and below
Junior Level ( Job grades 7 ) 50 50

Clerical and Service workers for (Job 50 50

grade 1-12)

2.7.10.23The annual performance appraisal result for all managerial & non-managerial
posts shall be weighted in the following manner, and shall be added to the
assessment and interview results.
Factor Weight out of 50
Meet expectation 30/50
Above expectation 40/50
Exceptional 50/50

2.7.10.24The internal promotion criteria for employees enlisted in the succession pool shall
be calculated as follows: (For job grade 13 and below position)
i. 40% shall be allotted to continuous assessment during internal training
program;
ii. 30% for performance appraisal; and
iii. 30% for the result of the test designed for the post.

2.7.10.25The internal promotion criteria for managerial post enlisted in the succession pool
shall be calculated as follows:
i. 40% shall be allotted to continuous assessment during internal training
program;
ii. 20% for performance appraisal;
iii. 20% for the result of the test designed for the post; and
iv. 20% for interview

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2.7.11 External Recruitment

2.7.11.1 The Director Human Resources Management ensures that the design and time
approach to recruitment by ensuring that all vacant positions from job grades 4-18
are posted internally prior to external recruitment, apart from where there are
exceptions due to business exigencies.
2.7.11.2 Entry level Junior officer and Management Trainee positions shall be recruited
from the external source.
2.7.11.3 The Process Owner /District Manager/ HR Business Partnering Manager submits
staffing request to the HR Recruitment and Selection Manager for external
vacancies in their respective work area when the need arises.
2.7.11.4 The Director HRM determines if the recruitment should be advertised externally
and internally simultaneously.
2.7.11.5 An applicants shall apply his/her employement application online and attach
his/her 8th grade certificate , acadamical credentials and work experience letter if
required.
2.7.11.6 An external vacancy announcement shall include:
i. Position;
ii. Vacancy number;
iii. Posting date;
iv. Job specification;
v. Job description;
vi. Final date of submission; and
vii. Submission instructions.
2.7.11.7 The HR Recruitment and Selection Manager checks and approves the prepared
vacancy announcement in the CBE career websites.
2.7.11.8 External vacancy announcements shall remain active for 10 consecutiveworking
days from the date the advert is posted in the CBE career websites.
2.7.11.9 If there is no applicant as per the specification or if the mininmum passing mark
for the exam is not obtained the post can be re-advertised to select from
applicants who fulfill the specific related work experiences and minimum
educational qualification.
2.7.11.10 If the number of selected applicant is not sufficient to fulfil the required number
of the posts,the post shall be re-advertized for the additional required number of
staffs after selecting the employees who fulfilled the criteria.

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2.7.12 Processing Application and Screening

2.7.12.1 The HR Officer in Recruitment and Selection/HR Business Officer in Districts
receives online applications in response to external vacancy announcements,
reviews applications and supporting documents i.e relevant work experience,8th
grade certificate and acadamical credentials based on the vacancy requirement.
2.7.12.2 The HR Recruitment and Selection Manager/HR Business Manager shall view
applications on the iRecruitment systems at any time during the application
period.
2.7.12.3 The HR Officer in Recruitment and Selection/HR Business Officer in Districts
shall invite for the aptitude tests and interview as appropriate who fulfilled the
minimum requirement.
2.7.13 Candidate Assessment

2.7.13.1 Designing Candidate Assessment Test

2.7.13.1.1 A bank-wide pass score should be 70% for Competency Test : whereas, 50 %
for aptitude test.
2.7.13.1.2 The process shall prepare competency test for external candidate for
experienced candidate.
2.7.13.1.3 The Director HRM shall select the appropriate aptitude test from the test bank
or select external provider, ensuring alignment with CBE performance
requirements.
2.7.13.1.4 Where an external testing service is used, the Director of HRM enters an
agreement with the external examiner. Accordingly, the external service
rendering centre shall:
i. Have experience in handling assessment test;
ii. Have adequate facilities with space to test all the candidates in a standardized
testing environment;
iii. Have sufficient staff with capability to remit test scores;
iv. Agree to maintain 100% accuracy in providing the test scores of examinees.

2.7.13.1.5 The HR Recruitment and Selection Manager / District HR Business Manager

shall conclude the contract with the external examiner.

2.7.14 Administering Assessment Test

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2.7.14.1 The HR Officer in Recruitment and Selection / HR Business Officer creates an

Assessment Participant List wherein applicants who meet the job specification
are registered.
2.7.14.2 The HR Officer in Recruitment and Selection/HR Business Officer, after
obtaining approval from the HR Recruitment and Selection Manager or District
Human Resource Business Manager, invites candidates to take written test.
2.7.14.3 The HR Officer in Recruitment and Selection /HR Business Officer shall arrange
examination room for aptitude test to take place within the Bank’s premises or at
an external venue.
2.7.14.4 External candidates shall take aptitude/Competency Test .
2.7.14.5 Both Competency and leadership tests shall be given to external senior
management , middle management and operative level management candidates.
2.7.14.6 The HR Officer in Recruitment and Selection / HR Business Officer administers
the assessment tests ensuring that all candidates:
i. Have equal time to do the test
ii. Have equivalent equipment and environment during taking the assessment;
iii. Take the same test for specified role.
2.7.14.7 The HR Officer in Recruitment and Selection / HR Business Officer administers
Competency Test / aptitude test for specified roles based on the Assessment
Participant List.
2.7.14.8 The HR Officer in Recruitment and Selection/HR Business Officer shall give
each examinee a code that identifies their papers. The code are placed on the test
in lieu of their names. The HR Officer in Recruitment and Selection / HR
Business Officer shall maintain a list of examinees.
2.7.14.9 At the completion of the test, the HR Officer in Recruitment and Selection /HR
Business Officer passes the examination papers to the relevant process.
2.7.14.10The Processes /line manager marks the test and submits the results to HR
Recuritment and selection Manager/District Human Resources Business
Manager.
2.7.14.11The HR Officer in Recruitment and Selection /HR Business Officer matches the
names with the results and passes the list to the HR Recruitment and Selection
Manager/ District Human Resources Business Manager.
2.7.14.12The HR Officer in Recruitment and Selection/HR Business Officer in District

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upload the competency test in to the system.

2.7.14.13In cases where external testing service is used, the HR Officer in Recruitment and
Selection /HR Business Officer shall download the list of applicant from the
system and forward to the external examiner.
2.7.14.14External exam centers provide results for the HR Recruitment and Selection
Manager/ District HR Business Manager.The Result should include participant’s
full name and number of examinees as well as scores filled out in the standard
templet.
2.7.14.15 The HR Recruitment and Selection Manager /District HR Business Manager
provides the results for the HR Officer in Recruitment and Selection / HR
Business Officer that creates a list of participants who passed the exam.
2.7.14.16. Shortlisted External candidates who passed the written test shall be invited for
interview.
2.7.14.17All external candidate who fail the assessment test shall be communicated online
through the iRecuritment system.
2.7.15 Candidate Interview

2.7.15.1. Interviews shall be conducted for all managerial positions and all external
candidates.
2.7.15.2. The HR-Recruitment and Selection Manager/ District HR Business Manager
selects candidates for interview based on the results of the test.
2.7.15.3. Applicants shall be invited for interview if they score passing mark in the test
they take.
2.7.15.4. The HR Officer in Recruitment and Selection / HR Business Officer in District
contacts shortlisted applicants and members of the Selection Panel to inform
them about the date and venue of the interview through system.
2.7.16 External online Application Form for Interview

2.7.16.1 The HR Officer in Recruitment and Selection / HR Business Officer checks

whether the completed application form matches with the original documents.
2.7.16.2 If irregularity is suspected in online the documents, the HR Recruitment and
Selection Manager /District HR Business Manager shall take the appropriate
decision or refer the case to the concerned organ for further investigation.
2.7.16.3 The selection Panel shall consist of three members. The specific compositions

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are listed below for external selections.

I. At Corporate Level
A ) For Job Grades 16 and above (Senior and Executive Management)

Job Title Responsibility

The President Chairperson
VP- Corporate Human Resources Management Member
Interacting Process Representative/Process Owner Member

B) For Job Grades 14 and 15 (Middle Level Management )

Job Title Responsibility

Process Owner / Director of Recruiting Process Chairperson

Hiring (Line) Manager, if different from the Chairperson Member

or District Manager/Interacting Process Owner
Director Human Resources Management Member

C) For Job Grades 13 and Below (For Operative level Management,

Experianced Professional,Professionals, Junior Levels, clerical and
Service workers)

Job Title Responsibility

Director of Recruiting Process/ Hiring Manager Chairperson
Manager Human Resource Recruitment and Selection Member
Human Resources Business Partner Member

II. At District Level

A)For Job Grades 13 and Below (For Operative level Management, Experianced
Professional,Professionals, Junior Levels, clerical and Service workers)

Job Title Responsibility

District Manager Chairperson
District Human Resources Business Manager Member
District Operation Manager Member

2.7.16.4 Ad hoc interview panel shall be used when the number of candidates for

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interview reaches one hundered and above.

2.7.16.5 Interview panel member shall exclude himself or herself from any interview, if
there is a conflict of interest with the candidate.
2.7.16.6 The HR Recruitment and Selection Manager / District HR Business Manager
selects technical, leadership and organizational value interview questions, as the
case may be, from the Competency Interview Catalogue and submit it for a
review of the Selection Panel.
2.7.16.7 The HR Officer in Recruitment and Selection /HR Business Officer in Districts
provides an interview pack for the selection panel. The pack shall consist of:
i. Job descriptions;
ii. Candidate interview rating sheets;
2.7.16.8 Candidates are requested to report to the HR Officer in Recruitment and
Selection / HR Business Officer on arrival for the interview; and the HR Officer
in Recruitment and Selection/ HR Business Officer in District is responsible for
showing candidates into the interview room and receive the interview form from
the applicant.
2.7.16.9 The Selection Panel shall rate the interviewee and sign on the interview sheet.
2.7.16.10 The Selection Panel rates each interviewee independently in the designed
interview sheet and the average result shall be taken for the decision.
2.7.16.11 The HR Officer in Recruitment and Selection /HR Business Officer generate and
send offer letter for the selected employees after geting approval from the
concerned approver.

2.7.17 Hiring Decision

2.7.17.1 Hiring decisions for all external non-managerial positions shall be made on the
basis of the exam and Interview result.
2.7.17.2 The HR Recruitment and Selection Manager /District HR Business Manager
keeps the applicant reserve list result and the candidates are considered for
vacancies in the following six months.
2.7.17.3 The HR Recruitment and Selection Manager/District Operation Manager, in
conjunction with the District HR Business Manager, shall decide on the selection
of non managerial position of job grades 13 and below, based on the exam and
interview result.
2.7.17.4 For all managerial posts of job grade 13 and above, the Selection Panel makes

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hiring decision based on the cumulative result of the interview and examination
result.
2.7.17.5 For job grade 18, the letter of job offer shall be approved by the President.
2.7.17.6 For job grades 16 and 17 the job offer letter shall be approved by V/P CHRM.
2.7.17.7 For job grades 14 and 15, the job offer letter shall be approved by the Director
HRM.
2.7.17.8 For managerial position job grades 13 and below, the District Manager or the
Director of HRM shall approve the job offer letter.
2.7.17.9 For job grades 13 and below (non-managerial positions) the job offer letter shall
be approved by HR Recruitment and Selection Manager / District HR Business
Manager.
2.7.17.10 Successful candidates must accept and confirm job offers within 3 days through
system .
2.7.17.11 The HR Recruitment and Selection Manager /District HR Business Manager
sends a standard regrete message online to candidates who are not invited for
interview.
2.7.17.12 The HR Recruitment and Selection Manager/District HR Business Manager
shall make sure that employment process for external recruitment does not
exceed 45 days starting from vacancy announcement, that starts from the
vacancy request date, including the examination period.
2.7.17.13 The Selection Panel approves on the selected candidates and forwards the
decision to the HR Recruitment and Selection Manager/District HR Business
Manager, accompanied with interview rating sheets.
2.7.17.14 Priority shall be given to female applicants, if they are on equal footing with
male candidates.
2.7.17.15 Applicant’s Cumulative GPA shall be considered whenever male/female
applicants are equal in rank.
2.7.17.16 The Selection Panel members shall sign on the Candidate Selection Form.
2.7.17.17 The HR Officer in Recruitment and Selection / HR Business Officer in District
shall forward the hard file of filled pension and personal history form to Human
Resource Transaction Management keeping soft copies of documents in the
system.
2.7.17.18 The HR Officer in Recruitment and Selection / HR Business Officer in District

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shall update on the system the change in the employee assignment due to
transfer, promotion, demotion, disappearance and dismissal.
2.7.17.19 Examinations and interviews shall have the following proportion in the different
job categories for external applicants.
Job Category Examination % Interview %
All managerial posts 30 70
Experianced professional and Professional 70 30
posts (Jobs grade 9 -13)
Junior Level ( Job grades 7) 50 50
Clerical and Service workers(Job grades 1- 70 30
12)

2.7.18 Pre-Employment Formalities

2.7.18.1 The HR Officer in Recruitment and Selection / HR Business Officer in District

shall scan and upload to the system the following documents and return the
hardcopy

i. Employer Reference Check Request Form to referees with stamped addressed

envelope for return within a maximum of 10 days from the date of offer. (Employer
Reference Check is required only for candidates with experience required
positions but not for zero year experience);
ii. Provides Criminal Record Check Form for the candidate so that she/he could
submit it to Forensic Investigation Department of the Federal Police Crime
Investigation to be completed and returned to the Bank within 10 days;
iii. Attaches Medical Examination Request Form for the candidate to be presented to
the Bank Clinic or authorized Government Hospital (for districts) and returned
within 10 days;
iv. Gives Guarantor Request Form to the named guarantors to be completed within 10
days.
2.7.18.2 After all the required pre-employment formalities are fulfilled , HR Officer in
Recruitment and Selection /HR Business Officer in District hire the applicants and
generates employment letter .

2.7.18.3 If the candidate does not receive the pre-employment checklist and starts

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employment process within ten consecutive working days from notification of

acceptance for job offer or if he/ she disappears for more than ten days after
receiving the checklists or is unable to fulfil the required documents within 15
days,the Bank has the right to cancel the employment and give anoffer letter to
the next person from the reserve list. Such a decision shall be made by HR
Recruitment and Selection Manager /District HR Business Manager.
2.7.19 Re-hiring Decision

2.7.19.1 The former employee of CBE completes and submits an employee re-hire
application to the HR Recruitment and Selection Manager.
2.7.19.2 The former staff who submit a re-hiring request should have a managerial
experience before he/she left the Bank, and demonstrated good performance
during his/her stay in the Bank.
2.7.19.3 In addition, the applicant should fulfil the re-hire eligibility criteria listed below:
i. Should have at least three consecutive years of work experience in the Bank;
ii. Should have voluntarily terminated employment from CBE,
iii. Gave appropriate notice of resignation as per the resignation procedure,
iv. Rated as “meet expectation’’ or above during the last two annual performance
appraisals;
v. Participated in an exit interview as per the Employee Relation and
Communication exit interview procedures; and
vi. Should not have active disciplinary measure during resignation.

2.7.19.4 Former employees are ineligible for re-hire when any of the above re-hire
eligibility criteria have not been satisfied.
2.7.19.5 The Bank has the right to entertain or reject all re -hire requests lodged by former
employees of the Bank.
2.7.19.6 The Bank accepts a re-hire request when a vacant post is available in the Bank.
2.7.19.7 Where re-hire eligibility criteria have been met, the HR Recruitment and Selection
Expert/Manager requests the former supervisor for recommendation using the
standard format.
2.7.19.8 HR Recruitment and Selection Manager makes recommendation to the Director
HRM who forwards it along his/her recommendation to the VP- CHRM for further
review.
2.7.19.9 The VP- CHRM makes recommendation and requests the approval of the

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President.
2.7.19.10The HR Recruitment and Selection Manager communicates the applicant in
writing, stating that his/her application for employment has got acceptance and
advises him/her to meet pre-employment requirements.
2.7.19.11The HR Recruitment and Selection Manager sends ineligible former employees a
letter notifying them of their status.
2.7.19.12The rehired employee must meet all pre-employment requirements, including:
i. Medical exam;
ii. Criminal background check;
iii. Two guarantors, and
iv. Employer clearance letter from where she/he was working with during the period
away from the Bank.
2.7.20 Lateral Transfer

2.7.20.1 Bank Initiated Lateral Transfer

2.7.20.1.1 The Bank has the right to transfer employees to another work area or
geographical location with the objective of enhancing employees’ career
progression (competency development), filling vacancies, improving human
resources utilization, meeting extraordinary workloads or other reasons.
2.7.20.1.2 Process Owners/Directors/District Managers/Branch Managers shall
periodically perform job rotation, where applicable, so as to enable employees
possess the ability to perform various jobs and update on Managerial selfservice
of the oracle system.
2.7.20.1.3 Unless agreed, employees attending classes and left with one year for graduation
or employees with health problems attested by the Bank’s Health Care Centre
/Medical Board, are exempted from Bank initiated lateral transfer.
2.7.20.1.4 The VP- CHRM/Director HRM/ District Manager shall decide and notify the
employee selected to get transferred.
2.7.20.1.5 If the employee is not shalling to take the assignment, the District
Manager/Director of HRM shall take measures as per the Collective Agreement/
Administrative Guideline in force and look for other potential candidates, either
through vacancy announcement or assignment.
2.7.20.2 Employee Initiated Lateral Transfer
2.7.20.2.1 Employee initiated lateral transfer occurs when an employee expresses an

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interest to work in the same job grade in a different geographical area or job
position by applying for a vacancy when advertised and competes for the post.
2.7.20.2.2 The applicant should serve at least one year on the current position.
2.7.20.2.3 Applicant should not have active disciplinary measure.
2.7.20.2.4 If the applicant has a medical case approved by the Medical Board and confirmed
by the Health Centre of the Bank, the transfer shall be effected.
2.7.20.2.5 Lateral transfer request for job grade 15 and above shall be approved by the
President or VP- CHRM.
2.7.20.2.6 A placement letter shall be issued to the transferred employee.
2.7.20.2.7 Transferred employees should be released to the new job location within 10
working days through Manager selfservice of approval.
2.7.20.2.8 Promoted/transferred employees who lodge lateral transfer request should serve
atleast for one year on the new assignment.
2.7.21Demotion Procedure
2.7.21.1 An employee shall be demoted if he/she exihbits unsatisfactory work
performance while executing the job and /or commited a deciplinary offence.
2.7.21.2 If an employee’s performance is below satisfactory or do not meet expectation for
eight quarters in the evaluation period , the immediate manager/ supervisor
shall advise and attach for coaching to improvehis /her performance.
2.7.21.3 The immediate manager shall identify the employee poor performace area and
propose relevant on job or class room training as the case demands with the
intention of improving his/her performance.
2.7.21.4 If employee performance is still unsatisafactory after the necessary effort of the
immediate supervisor ,the respective process/ Distrcit Office shall decide on his/
her demotion in the following manner.

 For job Grade 4 to 13, demotion shall be decided by the Director- Human
Resources Management for Head Office staffs and by the respective Distrcit
Manager for District staffs.
 For job Grade 14 to 15, demotion shall be decided by process owner and VP-
Corporate Human Resource Management.
 For job Grade 16 to 18, demotion shall be decided by the president.
 A demoted staff shall maintain his/her previous job grade if he /she is in non
managerial position.
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 If a demoted staff is due to disciplinary action he/she shall not maintain his/her
previous job grade.
 A demoted staff shall maintain his /her existing basic salary .
 If the demoted staff is due to disciplinary action and did not serve for one year
on the current postion he /she shall lose the existing salary and earn the previous
salary.
 A demoted manager shall not even maintain his /her previous job grade and the
Bank can decide the position and job grade he/she should be.
2.7.21.5 A demoted employee as a result of unsatisfactory work performance shall not be
eligible for internal promotion for one year. However, if his immedidate supervisor
attetest his /her performance, he/she shall be eligible before one year .
2.7.21.6 A demoted employee shall be communicated the decision in writing.

2.7.22 Contract-based Employment

2.7.22.1 A contract employee shall be hired as per the labor law.
2.7.22.2 The Process Owner submits a request with appropriate justification for hiring a
contract employee(s) to the VP- CHRM.
2.7.22.3 The VP- CHRM forwards the request to the Director HRM so that she/he could
prepare a proposal.
2.7.22.4 The Director of HRM makes recommendation and gets approval from the VP-
CHRM.
2.7.22.5 Upon approval, the HR Recruitment and Selection Manager/District HR Business
Manager starts the external recruitment, assessment and selection process.
2.7.22.6 Contract employment shall be made where a person agrees directly /indirectly to
perform work for and under the authority of the Bank for a specified piece of work for
which the employee is employed for definitive period or piece of work in return for
wage.
2.7.22.7 The HR Recruitment and Selection Manager/ District HR Business Manager
provides a comprehensive contract statement of employment to specify an
employee's duties and responsibilities for those hired by the Bank.
2.7.22.8 The HR Recruitment and Selection Team sends the employment contract to the
Attorney for review.
2.7.22.9 The HR Recruitment and Selection Manager prepares an employment contract in
collaboration with the Attorney.

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District ––- –
Preside
Manager
Manager
Manager
Manager
Emp.
–Emp.
Performance
Career
Learning
Human
HR and
&
Human &
Succession
Relation
Development
Management
Transaction
ResourceMgt 2.7.22.10 The contract shall be concluded by the Director of HRM/ District Manager/ HR
nt
Communicati
Management
Business
Resource
Recruitment and Selection Manager, as the case may require.
onPartnering
.
Business
2.7.22.11 The HR Recruitment and Selection Manager/ District HR Business Manager shall
Manager
strictly follow-up the contract termination dates, flagging the termination date
thirty days before the due date.
2.7.22.12 The HR Recruitment and Selection Manager/District HR Business Manager
shall notify the HR Transaction Management or the paying organ about the
contract termination date 30 days before the due date.
2.7.22.13 Employee contract agreements are renewable as per the request of the initiating
Process with subsequent approval of the Director of HRM/ District Manager.

CHAPTER THREE:EMPLOYEEPERFORMANCE MANAGEMENT

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3.1 Ensuring Employee Readiness

3.1.1.At the beginning of Quarter four of every fiscal year, prior to the start of the
Performance Planning activity for the coming fiscal year, the line manager /
supervisor shall be responsible to ensure that employees under his / her supervision
are equipped to engage in their specific job responsibility with the following specific:
i. Employees are in possession of updated individual job descriptions,
ii. Employees as far as reasonably practical, are equipped with the basic material
resource that is critical to accomplishing job targets,
iii. Employees have gone through the requisite development activities (formal
training) critical to ensuring achievement of job objectives,
iv. Employees are aware of their current competency gaps and actions required and/
or in process to close the gaps.
3.2 Performance Planning
3.2.1. Cascading Targets by Role
3.2.1.1. Not more than five working days after notifications have been sent to all process
owners about the upcoming fiscal year process targets by Office of Strategy
Management, the Director Human Resource Development sends a notificationto all
Process Owners to hold Performance Planning Discussions with all their direct reports
with in five working days from the date of the notification the oracle system.
3.2.1.2. During the Process level target setting meetings, goals and targets are cascaded for each
individual job role from the Process Owner to his/her direct reports. The goals and
targets must be Specific, Measurable, Attainable, Realistic and Time bound.
3.2.1.3. The goals and target shall comprise Financial, Customer Service, Internal Business
Process and Learning & Growth targets, depending on the specific job role. The
following shall be in attendance at the meetings;
i. Process Owner, Directors, District Managers, Employee Performance
Management Expert, assigned Human Resource Business partners.
3.2.1.4. During the district and sub-Process level target setting meetings, Process goals and
targets as agreed by the Process Owner shall be cascaded for each individual job
role from the District Manager or Director to direct reports. Directors are responsible
for cascading goals and targets for roles within their operational domain in
conjunction with District Managers where necessary. The following shall be in
attendance at the meeting:

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i. District Managers, Directors, Managers, Employee Performance Management

Expert, and assigned HRBP
3.2.1.5. The Process owners shall send all agreed goals and targets to the Employee
Performance Management team via Directror Human Resource Development to be
reviewed and organized in the objective library functionality of the oracle system.
3.2.1.6. The EPM team shall review and organize the goals and targets as per the
requirement of the oracle EPM system.
3.2.1.7. All agreed and approved goals and targets of the Processes for each job position
shall be documented on the objective library section of the oracle system by the
assigned system administrator (Employee Performance management expert
/officer).

3.2.2. Performance Planning Discussions with Individual Team Members

3.2.2.1. Performance planning discussion shall take place between the Supervisor and the
employee before every appraisal cycle starts as identified by the bank and notified by
the Director Human Resources Development.

3.2.2.2. Every Process Owner and Sub Process owner shall communicate strategic business
objectives and targets lively to Supervisors who shall cascade them to individual team
members.
3.4.1 For new employees, a formal performance planning shall not be conducted until the
eligibility period is attained as indicated below:
i. New Hires –three months
ii. Newly enrolled Management Trainees – three months
iii. Experienced Hires – three months
3.2.2.3. Performance planning discussions shall be held and goals and targets shall be given for
all eligible employee who satisfies three months minimum employment tenure.
3.2.2.4. Not more than five working days after the goals and targets are communicated by
Process Owners and Sub Process Owners, all Supervisors shall hold performance
planning discussions with individual team members. During the meetings, Supervisors;
i. Communicate leadership and organizational value competency expectations,
ii. Communicate relevant agreed business goals and targets,
iii. Take into consideration any issues/concerns revealed in the employee readiness
discussions, and
iv. Solicit feedback from the individual employee.

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3.2.2.5. The HR Business Partners support the activity under 3.2.2.4 by following up on
the performance planning discussions, reminding line managers that discussions
need to be completed with in ten working days after the initial notification to hold
the discussions.
3.2.2.6. After the discussion with the individual performer the line managers shall send the
agreed goals and tragets through the oracle system to the individual performer for
review, comments and performance contract agreement.
3.2.2.7. The individual performer shall review and accept the agreed goals and targets
during the performanvce planning discuusion through system. If there is a
difference during the performance contract between the supervisor and the
employee the employee shall write comments in the coment section of the system
and shall aceept the performance contract.
3.2.2.8. The Supervisor shall address any constraints (identified during the employee
readiness and performance planning discussions) that shall inhibit the performance
of the employee during the performance appraisal cycle. The constraints should be
stipulated and measures to be taken to address these constraints should be agreed
and included in the comment section of the “performance planning functionality
of the oracle system ”
3.2.2.9. For employees who enter into a performance contract agreement after or beween
the appraisal period, the HR Businness Manager at the District or the HRBP at the
Process shall administer the performance planning process at the oracle system.
3.2.2.10. The soft copy of the approved contractual agreement by the employees line
manager/immediate supervisor at the oracle system shall be taken as a
performance contract agreement between the supervisor and the employee.The
agreements shall include;
i. Employee data,
ii. All performance expectations - business targets & competency standards,
and
iii. Appraisal frequency and timing.
3.2.2.11. The HRBP’s in the assigned Process or the HR Business Managers in the
Districts shall prepare a performance contract agreement summary report
including employees included and not included in a performance contract (see

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annex 4) from the oracle system.The performance contract agreement summary

report shall contain the following information;

i. Employee name, job title and grade,

Process/Subprocess/District/Branch/team name,
ii. Date performance contract signed, and
iii. Reason for performance contract not signed.

3.3 Data Tracking

3.3.1 The line managers/Supervisors shall be responsible to track employees performance
data for each goal and target assigned to individual employees under his/her
supervision

3.3.2 Both business targets performance data and behaviors exhibited on leadership and
organizational value competencies shall be tracked and documented on the oracle
system.

3.3.3 The line manager/Supervisor shall delegate employees to track employees

performance data for business tragets, leadership competencies,and organizational
value competencies using the delegation functionality of the oracle system.

3.3.4 For those performance data which can not be tracked from the system, the line
manager shall track the performance data and forward to the employee to be viewed
by the employee for up to date information and exchange of feed back about his/her
performance.

3.3.5 The Employee shall also track his own performance and forward the data with
tangible attachement to his/her line manager for approval. If the forwarded data is
accepted and approved by the employee’s immediate supervisor, the data shall be
taken as the employee performance data.

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3.4. Performance Coaching and Feedback

3.4.1. Performance Coaching
3.4.1.1 Performance Coaching shall beaimed at enhancing current performance by better
understanding current job requirements and the knowledge, skills and abilities to
perform effectively in the role.

3.4.1.2 Performance coaching shall be intended to address all employees and shall also
support and enhance the ongoing employee performance improvement.

3.4.1.3 Line managers/Supervisors shall regularly meet with their team members to review
the extent to which the employee is progressing towards achievement of business
goals and targets and demonstration of leadership and Organizational value
competencies.

3.4.1.4 Line managers shall address issues of concern relating to performance as they
happen through conducting formal one-to-one coaching and feedback should be
communicated to the employee immediately.

3.4.1.5 Continuous feedback shall be provided for an employee in his/her day to day
communication with line managers, however based on the data collected on
business targets and behaviors exhibited, the Line manager shall provide a
minimum of one-to-one formal coaching per month for his/her direct reports.

3.4.1.6 Performance coaching shall be both coaching for high performance and coaching
for improvement or concern,

3.4.1.7 Coaching for high performance shall be aimed at encouraging high performance
work culture by achieving business targets and demonstrating the expected
leadership and organizational value competencies.

3.4.1.8 Coaching for high performers should center at:

i. Anticipating new challenges and providing guidance on new tasks or assignments;

ii. Providing alternativeapproaches that might improve performance, or help in more
difficult situations in the future;
iii. Timely on‐the‐spot feedback as a response to an observation;
iv. Exposure to higher complexity problems or challenges;
v. Leveraging the employee’s positive behaviors and characteristics to influencing
others;

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3.4.1.9 Coaching for improvement or concern shall be focused at addressing specific or

wide gaps in employee performance aimed at helping an employee to overcome
performance issues that are preventing him/her from meeting individual goals &
job expectations.

3.4.1.10 Coaching for concern shall be necessary when the situation becomes serious and
has gone unchanged after several feedbacks and conversations with the employee.

3.4.1.11 Coaching for improvement or concern should center on:

i. Delinquency in timing, attendance or meeting specific/general performance

expectations;
ii. Potential long term impact or consequences that are at stake;
iii. Behavioral or interpersonal issues that affect the employee’s ability to meet
objectives;
iv. Behaviors that negatively impact interpersonal dynamics, team performance or
its ability to function effectively;
v. Documenting gaps and performance concerns to prepare for future discussions;
vi. Discussion on possible consequences of inaction, or insignificant change, such
as termination

3.4.2. Performance Coaching Steps

3.4.2.1. In all the coaching steps;, the supervisor shall demonstrate the basic coaching skills
and attributes (annex II).

3.4.2.2. Each one-to-one coaching session shall be done on monthly basis

3.4.2.3. In the CBE’s context, the formal one-to-one performance coaching has three major
sessions with distinct objectives:

3.4.3. First Session of the Coaching Process

3.4.3.1 The first session is aimed at creating awareness for employees for the first time (that
is, employees who do not pass through the formal one-to-one formal coaching with
their current supervisor) andthe formal one-to-one coaching sessions shall proceed
in line with this procedure.

3.4.3.2 In the first session, the supervisor shall establish rapport and build trust to proceed
further in the coaching journey.

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3.4.3.3 The supervisor shall have a brief discussion with the employee particularly on the
background of coachee (new information), expectations from the coaching program,
next coaching session scheduled and other relevant points.

3.4.3.4 In firstcoaching session introduction to “what is coaching” & walk through of the
process is expected. The supervisor is required to understand his/her coachee as a
person including:

 His/her motivators and drivers

 His/her experience in the team - what has gone well and what can be better
 His/her expectations from the program
3.4.3.5 In the first coaching session the supervisor shall document all the necessary
information about the the employee :

 Background of coachee(any new information)

 Expectations of the coachee from the coaching program
 Next coaching session schedule
 Other relevant points

3.4.4. Second session of the coaching process:

3.4.4.1 In the second session of the coaching process, the supervisor is generally required
to :

 Know about the coachee’s strengths (as perceived by him/her) ;

 Explore more on the employee’sarea of development and where does the
employee see himself/herself now.
 Explore if the coacheehas any goal or an issue that he/she has been wanting
to achieve/ work on.
3.4.4.2 In the second session the supervisor shall also identify :

 The issue or opportunity that the coachee wants to focus;

 His/her role as supervisor;
 Understand how the coachee views the existing/current situation including
obstacles and what has been already tried to minimize the obstacles.
 The outcome that the coachee needs to achieve at the end of the coaching
process;
 Shall ask the coachee to clarify the current situation, what are the issues that
the coachee is facing, and prioritize the issues.

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 Shall make sure that the subordinate has identified the issues that need
coaching and the supervisor reached agreement on the goal and the level of
his/her support.
3.4.4.3 The supervisors shall explore alternatives with the coachee by asking questions to
explore the available options, benefits of each option and if there are new and
different ways that the coachee could tackle the issue that shall not have been
attempted/tried before.

3.4.4.4 The supervisor shall ask and ensure for the specific actions that the coachee shall
take next, the how part of the implementation of the actions, and the support that the
coahee needs from the supervisor.

3.4.4.5 The supervisor shall also ensure that specific action steps/way forwards which shall
address the issues that the coachee raised are properly identified and recorded as
reference for the upcoming progress review coaching.

3.4.4.6 The action steps/way forwards shall be clearly stated and stipulated to address both
the time for implementation as well as progress review for more than one action
steps/activities/way forwards.

3.4.4.7 In the second session the supervisor shall document all the necessary informations
listed below on the oracle system.

 Strengths of the coachee

 Areas of development of the coachee
 Things coachee has committed to start, stop and continue
 Other relevant points

3.4.5. Third session of the coaching process:

3.4.5.1 In the following months; depending on the specific time planned for each option and the
way forwards disclosed under items 3.4.4.5. to 3.4.4.6 above the third coaching session
shall be made to exercise progress review sessions and reviews of the outcome of the
coaching process through assessment of the actions coachee was able to take or not take,
and how he/she feels after completing or not completing.

3.4.5.2 In the progress review sessions, the supervisor shall review/understand:

 Coachee’s experience so far – has he/she tried what he set out to do?

 Explore with the coachee what has worked for him/her and what has not.

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 The options he/she would like to pick and support he/she would require.

 Review the progress on the action plan/ reflection on it.

3.4.5.3 The supervisor shall document all the necesssary information on the oracle system
as part of the review process at the third session

3.4.5.4 The supervisor shall continue conducting the coaching sessions in the same fashion
on the consecutive months and ensure that one-to-one formal work place coaching
is taking place for all employees under his/her supervision.

3.4.6. Coaching for ‘Below Expectations’and “unsatisfactory” performance

3.4.6.1 Supervisors /line managers shall continuously coach emolpoyees with ‘Below
Expectations’and “unsatisfactory” work performance to bring employees
performance to aminimum of Meets expectation level.

3.4.6.2 For employees who score overall ‘Below Expectations’and “unsatisfactory” ratings
in quarterly appraisal, the line manager/immediate supervisor and the employee
shall duly design and implement a Performance development Plan.

3.4.6.3 The Supervisor /line manager in consultation with the employee shall develop a
maximum of three (3) developmental goals per quarter and notify the Performance
Development plan to the Human Resource Business Manager at the District or the
Human Resource Business Partner at the head office Processes.

3.4.6.4 The HR Business Managers at the District or HR Business Partners at the head office
shall notify the Career and Succession Planning Management and Employee
Performance Management Managers and, if appropriate, the Learning and
Development Manager that a Performance development Plan has been submitted for
the employee.
3.4.6.5 A remedial performance review and coaching shall be conducted monthly after the
initial quarterly review, by the line manager/immediate supervisor discuusions shall
be documented on the oracle system.

3.4.6.6 The Performance development Plan and support from the line manager/immediate
supervisor shall continue with the aim of bringing the employee’s performance to a
minimum of ‘meets expectations.

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3.4.6.7 The line Manager/ Supervisor shall notify these meetings and actions taken to the
Human Resources Business Manager at the District or Human Resource Business
Partner at the head office using the oracle system.

3.4.6.8 If the employee scores “Below Expectations” or “unsatisfactory” work performance

for two consecutive quarters after the development of performance development
plan, the employee immediate supervisor shall send a Performance Notification
Memo (PNM) with a copy to the line manager’s supervisor and HR Business Partner
using the oracle system along with the Performance development Plan and actions
taken during the performance coaching and feedback.

3.4.6.9 If the employee’s performance does not improve and continued for six additional
quarters after the Performance Notification Memo (PNM), the employee shall be
counseled and subsequently handled in accordance with the HR procedure.

3.5 Conducting Quarterly Employee Performance Appraisal

3.5.1 All line managers/Supervisors in a supervisory role should regularly meet with their
team members to review the extent to which the employee is and progressing
towards achievement of performance targets and demonistration of leadership and
organizational value competencies within the specified appraisal period.
3.5.2 Formal Performance review/performance appraisal shall be conducted quarterly for
business targets for every eligible employee.
3.5.3 All performance reviews must be based on firsthand knowledge, direct observation
and recorded data of employee’s actual performance during the period.
3.5.4 For new employees, a formal performance review shall not be conducted until the
eligibility period is attained as indicated below:
iv. New Hires –three months
v. Newly enrolled Management Trainees – three months
vi. Experienced Hires – three months
3.5.5 For employees who transfer to a new role between and after the appraisal period, the
district HR Business Manager and the the HR Business Partners at the process shall
administer the performance appraisal using the performance apperaisal functionality
of the oracle system.
3.5.6 For employees who transfer to a new role, he/she shall be appraised as follows:

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For an employee who Targets set by: Employees Performance Performance

transfers to a new role data provided by: appraisal conducted
with in/out of the Process by:
At the beginning of 1st New line manager/ New line manager/ New line manager/
month of the quarter Supervisor Supervisor supervisor
At the beginning of New line New line New line manager/
2ndmonth of the quarter manager/supervisor manager/supervisor Supervisor
based on targets set at
beginning of month
two of the quarter
At the beginning of Previous line Previous line manager/ Previous line
rd
3 month of the quarter manager/supervisor supervisor provides input to manager/supervisor
new linemanager/Supervisor

3.5.7 Not more than ten working days before the end of the Quarter one, Quarter two, or
Quarter three Performance Cycle as the case shall be, the Employee Performance
Management Manager through Director Human Resources Development sends a
notification to all employees and line managers/Supervisors with supervisory
responsibility that the quarterly formal feedback and communication (review)
discussions should be held with employees no later than ten days after the close of
the previous quarter.
3.5.8 Upon receipt of the notification, all District Managers & Directors, send a
notification to remind their line managers to complete the Quarterly Business Targets
Review specifying target accomplishment for every employee supervised prior to the
close of the relevant quarter and schedules formal review meetings using event and
booking functionality ofthe oracle system with all relevant team members. The
schedule shall specify;
i. The performance cycle (Quarter one, Quarter two, Quarter three)
ii. Employees name, job title, job grade, and
iii. Time spent in with the line manager.
3.5.9 All line managers/Supervisors should schedule and hold meetings with individual
employees within their area of responsibility.
3.5.10 Prior to the individual performance review meetings, line managers complete all
team members’ quarter business review including:
i. Quarterly appraisal rating,

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ii. Progress with respect to applicable behavioral targets (leadership and core
values),
iii. Review of degree of progress towards achievement of previous quarters
performance development plan goals,
iv. Fresh/rolled over personal development plans and/or remedial interventions
including nature of intervention, a maximum of three development goals and
accomplishment timelines.
3.5.11 After completing all team members’ Quarter Business review the line
manager/immediate supervisor holds quarter business review discussions with all
team members providing candid and constructive feedback. Challenges, obstacles
and other performance related issues brought up by employee/ identified by the line
managers are discussed.
3.5.12 When the discussion is completed, the quarter employees performance result shall
be send to the employee for comments and discussion using the oracle system .
3.5.13 The employee shall review his/her performance appraisal result upon recipet of the
notification from the supervisor and send back to the supervisor with commentsif
any,explaining agrements for final approval of the performance appraisal result.
3.5.14 The supervisor shall complete the performance appraisal result after viewed by the
employee and the soft copy of the performance appraisal result shall be taken as the
quarter performance appraisal result of the employee.
3.5.15 If there is a difference that cannot be resolved during the performance review
discussion , the employee should make a note of this in the performance appraisal
functionality of the oracle system and shall acceptthe quarter appraisal result.
3.5.16 Once all the reviews have been finalized, and no later than fifteen working days after
the end of the quarter, the HRBusiness Partner in assigned process or the HR
Business Manager in assigned district shall generate (using oracle system) the
quarterly appraisal summary and communicate to the Process owner, the District
manager, and copy to the HRBusiness Partnering Manager and the EPM manager
(see annex 5). The Quarterly appraisal summary includes:
i. Did the employee sign a performance contract? Yes/No,
ii. Is the employee eligible for a performance appraisal? Yes/No,
iii. If so, did the employee have a performance appraisal? Yes/No,
iv. Quarterly appraisal score,

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v. Employee grievances submitted (if any),

vi. Employee grievances not resolved at this level,
vii. Developmental recommendations
viii. Summary of performance: % exceptional, % above expectations, % meets
expectations, % below expectation,% unsatisfactory
ix. Appraisal issues/ challenges/ concerns, and
x. General and specific recommendations for enhancing performance.
3.5.17 If there are grievances/ differences, they are handled via the grievance procedure
section 3.6.

3.6 Managing Performance Appraisal Grievances

3.6.1 If an employee disagrees with a quarterly or annual appraisal rating and the difference
in opinion impacts the final quarterly or annual appraisal score significantly, the
appraisal review meeting is adjourned for not more than three working days to enable
more data/ facts to be ascertained.
3.6.2 The Line manager/Supervisor with the employee shall resolve the difference in
quarter appraisal or annual appraisal score with data or facts ascertained within three
working days
3.6.3 If the difference cannot be resolved, after this three working days period has elapsed,
the employee is required to refer the difference to his/her supervisors one step up
supervisor .
3.6.4 The one step up supervisor shall review the employees performance data and shall
give a final determination on the issue.

3.7 Conducting the Annual Performance Appraisal

3.7.1 All supervisors/line managers shall conduct annual appraisal for Business targets ,
leadership competencies and organizational value competencies.
3.7.2 Not more than ten working days before the end of the annual fiscal year, the
Employee Performance Management Manager, through the Director Human
Resources Development sends a notification to all employees and line
managers/Supervisors with supervisory responsibility via the oracle systemthe
4thquarter and annual performance appraisal discussions shall be held with employees
not later than twenty working days after the close of quarter four.
3.7.3 Upon receipt of the notification, all District Managers & Directors, send a
memo/email to their line managers/Supervisors to conduct the quarter Four and

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Annual Performance Appraisal review and discussion specifying target

accomplishment for every employee supervised prior to the close of the fiscal year
and schedules formal appraisal meetings with all relevant team members. The
schedule shall specify;
i. The performance cycle for quarter four and annual performance appraisal,
ii. Employees name, job title, job grade, and
iii. Time spent in current job title with the line manager.
3.7.4 The line manager/Supervisor shall complete the annual performance appraisalfor
every employee under his/her supervision who have a performance appraisal result
for at least two quarterly business cycles in the fiscal year. .
3.7.5 The employee shall have annual performance appraisal for leadership and
organizational value competencies, if the employee works in the bank for a minimum
of two quarters.
3.7.6 If the employee works two quarters with one supervisor and works the remaining
two quarters with another supervisor,the employee current supervisor shall invite
the employee previous supervisor using the reviewer functionality of the oracle
system to get inputs on employees leadership and organizational competencies fo
the past two quarters.
3.7.7 The current supervisor shall take the input from the previous manager and shall rate
the employeefor annual leadership and organizational value competencies.
3.7.8 If the employee works three quarters with previous supervisor,the current supervisor
shall invite the employees previous supervisor using the reviwer functionality of the
oracle sytem to give final rating on leadership and organizational value
competencies.
3.7.9 The employee previous supervisor shall rate the employee for leadership and
organizational value competencies and, the rating given by the Previous supervisor
shall be taken as the employee performance appraisal rating for leadership and
organizational value competencies.
3.7.10 All line managers/Supervisors shall schedule and hold meetings with individual
employees within their area of responsibility for quarter four and annual appraisal
using the event and booking functionality of the oracle system.
3.7.11 Prior to the individual performance appraisal meetings, line managers complete all
team members’ quarter four and annual performance appraisals and hold quarter

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four and annual performance appraisal discussions with all team members providing
candid and constructive feedback. Challenges, obstacles and other performance
related issues brought up by employee/identified by the line manager/supervisor are
discussed.
3.7.12 When the discussion is completed, the supervisor shall send the quarter and annual
employees performance result to the employee for comments and discussion using
the oracle system .
3.7.13 The employee shall review his/her performance appraisal result upon recipet of the
notification from the supervisor and send back to the supervisor with commentsif
any, for final approval.
3.7.14 The supervisor shall complete the quarter and annual performance appraisal result
after viewed by the employee and the soft copy of the performance appraisal result
shall be taken as the quarter and annual performance appraisal result of the employee.
3.7.15 If there is a difference that cannot be resolved during the performance review
discussion, the employee shall make a note of this in the performance appraisal
functionality of the oracle system and should accept the quarter and annual
performance appraisal result.
3.7.16 Once all the reviews have been finalized, and no later than twenty working days
after the end of the quarter four and annual appraisal, the HRBP in assigned process
or the HR Business Manager in assigned district shall generate the quarterly and
annual appraisal summary from the oracle system and communicate to the Process
owner, the District manager, and copy to the HRBP Manager and the EPM manager.
The annual performance appraisal summary includes:
i. Did the employee sign a performance contract? Yes/No,
ii. Is the employee eligible for a performance appraisal? Yes/No,
iii. If so, did the employee have a performance appraisal? Yes/No,
iv. Current performance ratings on business targets,
v. Progress with respect to applicable behavioral targets (leadership and
organizational values),
vi. Annual appraisal rating,
vii. Review of degree of progress towards achievement of 1st , 2nd and 3rd quarter,
viii. Summary of Performance: % exceptional, % above expectations, % meets
expectations, % below expectations,% unsatisfactory
ix. Performance development plan goals,

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x. Fresh/rolled over Performance development plans and/or remedial interventions

including nature of intervention,
xi. A maximum of three development goals and accomplishment timelines,
xii. Employee grievances submitted (if any), and
xiii. Employee grievances not resolved at this level.

3.7.17 If there are grievances/ differences, they are handled via the grievance procedure
section 3.6.

3.8 Developing an Employee Performance Development Plan

3.8.1 At the end of the annual performance cycle supervisors /line managers shall develop
performance development plan based on the employees accomplishment on
Business targets and demonistration of leadership and organizational value
competencies .
3.8.2 When employees have a competency gap to addressed by training and when the
number of employees is minimum to conduct a formal traing, the L&D
communicates to the EPM team to fill the employees competency gap through
performance development plan.
3.8.3 The EPM team slhall laise with the line managers/supervisors to ensure development
of performance development plan.
3.8.4 The performance Development plan shall aim at improvement of current employees
performance.
3.8.5 The Supervisor /line manager in consultaion with the employee shall develop a
maximum of three developmental goals per year.
3.8.6 Supervisors/line managers shall take the following and other related interventions to
improve and develop employees performance;
 On the job coaching
 Mentoring
 Job rotation
 Reading assignment
 Project work
 On the job training
 Formal training and other related interventions

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3.8.7 Line managers/Supervisors and team members shall meet periodically to review and
discuss the employee’s progress towards accomplishing Performance development
Plan goals and targets.
3.8.8 Not more than five working days after the Compilation of the annual performance
results and performance development plan, the Manager-Employee Performance
Management sends consolidated bank-wide Performance development plan
documents to the Manager-Learning & Development, Manager-Career and
Succession Planning Management, Manager-Human Resources Business Partnering,
Vice President Corporate Human Resources Management and Director Human
Resources Development for information and action as follows;
i. Manager-Career and Succession Planning Management to align with Career
Development Plans and liaise with Manager- Learning and Development to ensure
the bank’s current training curriculum and plan accommodate formal development
programs.
ii. Manager- Learning and Development to ensure current curriculum and plans
accommodate formal training programs, and if necessary and/or feasible bring
forward training dates to accommodate formal training goal deadlines.
3.8.9 Not more than five working days after notification in step 3.8.5, the Employee
Performance Management Manager schedules a meeting with the Director Human
Resources Development, Managers - Human Resources Business Partnering, Career
and Succession Planning Management and Learning and Development to discuss the
bank-wide Performnce development plans and develop actionable steps towards
supporting line managers and employees in accomplishing development goals.
3.8.10 Prior to the meeting, the Director Human Resources Development requests the
Managers-Employee Performance Management and Learning and Development to
prepare a document specifying;
i. A list of all employees required to have a Performnce development Plan,
categorized by Process/District;
ii. Formal training programs required based on development goals.
3.8.11 After the meeting:
i. The Managers-Employee Performance Management and Learning and
Development return the document to the Director Human Resources
Development for review. If clarification and/ or amendment are required, step
3.8.7 is repeated.

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ii. The Manager-Learning and Development updates the training plan with the
information in step 3.8.7 and any additional information from the meeting
outcome and sends an electronic copy of the training plan to the Director Human
Resources Development for review.
3.8.12 The Director Human Resources Development reviews the document and if
clarification and/ or amendment are required step 3.8.8 is repeated.
3.8.13 The Director Human Resources Development sends the updated information to all
Process Owners, the Manager-Employee Performance Management, for
information, and Manager-Human Resources Business Partnering for action and
follows up.
3.8.14 The HR Business Partnering Manager makes the updated information available to
the Human Resource Business Partners for follow up in their assigned areas.
3.8.15 The HR Business Partners liaise with the Manager-Learning and Development to
ensure that employees participate in training activities identified for them.
3.8.16 The Human Resource Business Partners are responsible for obtaining records from
Learning and Development for their area of responsibility regarding:
i. List of employees that participated in training against plan in the quarter/ fiscal
year,
ii. List of employees that did not participate in training as planned in the quarter/
fiscal year, with reasons, and
iii. % compliance in relation to participation against quarterly plan.
3.8.17 The Human Resource Business Partners send a copy of the training progress report
to the Human Resources Business Partnering Manager, not more than five days
after the close of the quarter, copy the Learning and Development Manager.
3.8.18 The Human Resources Business Partnering Manager consolidates the bank-wide
Performance Development Plan training reports and sends to the Director Human
Resources Development for information and action.
3.8.19 The Director HRD reviews the reports and sends to the V/P CHRM for action.
3.8.20 The V/P CHRM sends the Performance Development Plan training progress report
to all Process owners for discussion and action if required.

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3.9 Rewarding Performance

3.9.1 The annual performance appraisal result shall be used to reward employees on their
performance
3.9.2 The annual employee performance result shall be used as an input to consider
employees for reward in the form of:
i. Bonus payments;
ii. Promotions;
iii. Project assignments;
iv. Scholarships;
v. Successor selection criteria’s etc…
3.9.3 Employees who score overall “below expectation” and “unsatisfactory” ratings in
their annual performance shall not be considered for any type of reward.

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CHAPTER FOUR: LEARNING and DEVELOPMENT

4.1 Identifying and Assessing Training Needs
4.1.1 Conducting Competency Gap Assessment`
4.1.1.1 Every two and half years, upon receipt of the updated Competency Matrix and
Competency Directories through Oracle Learning Management system from the
Recruitment, Assessment and Selection team,, the Director Human Resource
Development instructs the Learning and Development Manager to schedule bank
wide Competency Gap Assessments.
4.1.1.2 The required competencies and prociceny level shall be developed, updated and
maintained by the Rescruitment and Selection team.
4.1.1.3 The Director Human Resource Development sends the following Competency
Assessment Tools to all Process Owners, copy to the HR Business Partnering
Manager, with assessment deadline:
i. Updated Competency Gap Assessment Tool (Form HRD/LD/001/2015);
ii. Updated Competency Matrix; and
iii. Updated Competency Directories.
4.1.1.4 The line managersshall ensure that all employees on specified job grades within
their Process areas are completely and comprehensively assessed through Oracle
Performance Management system.
4.1.1.5 The line managers shall return the completed assessments using Oracle
Performance Management system for all employees on specific job grades.
4.1.1.6 The Learning and Development Manager extract competency gap assessement
report from the Oracle Performance Managemnt System for processing and
analysis .
4.1.1.7 The Learning and Development Manager assigns the process assessments to the
Learning and Development Expert for processing and analysis.
4.1.1.8 The Learning and Development Expert prepare a draft training need report based
on the Competency Gap Analysis of their respective areas to the Learning and
Development Manager.
4.1.1.9 The Learning and Development Manager reviews the assessment and, if no
clarification or amendment is required, develops the following:
i. Bank wide Competency Gap Analysis report at the process and individual
employee level; and
ii. Updated training needs and strategy.

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4.1.1.10 If clarification or amendment is required Steps 4.1.1.4 and 4.1.1.7 are repeated.
4.1.1.11 In assessing the Bank’s Learning and Development requirements, the Learning
and Development Manager, in addition to the Competency Gap Assessment
results shall consider the following;
i. Bank’s Corporate Strategy and Objectives;
ii. Bank’s Competency Matrix and Directories;
iii. Personal Development Plans;
iv. Leadership Development Plans;
v. Career and Succession Management Goals and Strategies;
vi. Process and individual training needs developmental recommendations; and
vii. Outstanding requests from Process Owners and the Human Resource Business
Partnering team.
4.1.1.12 The Learning and Development Manager sends the training need reports to the
Director Human Resource Development for review.
4.1.1.13 The Director Human Resource Development reviews the reports and, if no
clarification or amendment is required, sends the reports to the Vice President
Corporate Human Resource Management for review. If clarification or
amendment is required Steps 4.1.1.10 and 4.1.1.11 are repeated.
4.1.1.14 The Vice President Corporate Human Resource Management reviews the
document and forwards the report to Process Council for discussion and approval.
4.1.1.15 The Vice President CorporateHuman Resource Management sends the approval
to the Director Human Resource Development for action.
4.1.1.16 The Director Human Resource Development sends the decision of the Process
Council to the Learning and Development Manager for an action and the Human
Resource Business Partners through the HR Business Partnering Manager for
information purposes.
4.1.2 Competency Transition
4.1.2.1 Competecy transition shall mean measuring the competency progress at
individual, process and bank level from past year with the current year.
4.1.2.2 The competency transition shall help to asesses the effectiveness of Human
Resource Development strategy of the bank.

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4.1.2.3 The Employee Performance Management team shall organize bank wide
competency assessement for leadership, core value and business results every year.
4.1.2.4 Each line manager shall asesse the leadership, core value and busness results of
employees under his/her domain every year at the time of annual performance
assessement through the Oracle Performance Management System.
4.1.2.5 Leadership competcies shall be assessed for only employees who are required to
have this competency,core value competencies and technical competencies shall
be assessed for all employees and technical competencies shall be assessed based
on the business result from the Employee Performance Management Team.
4.1.2.6 The competency transition analyses shall be conducted by comparing the current
year competency level with the past year competency level.
4.1.2.7 The Performance management team shall ensure wether all employees
competencies are assessed or not.
4.1.2.8 The Learning and Development Manager shall assign Learning and Development
Expert to anayze the data and to make a report on the competency transition.
4.1.2.9 The competency transition analyses shall be done at individual, sub
process,process and bank level.
4.1.2.10 The Manager Learning and Development shall review the analyses and pass the
report to the Director Human Resource Development.
4.1.2.11 The Director Human Resource Development Shall review the analyses and report
and forward to Process council deliberation through Vice President Corporate
Human Resource Management.

4.1.3 Training Calendar Development

4.1.3.1 For the CBE purpose:-
i. Developmental trainings can be defined as trainings that are extracted from the
Competency Gap Assessment or annual performance gap assessment of the bank
employees and planned, scheduled and fully implemented by the Human Resource
Development Sub-process. Developmental trainings shall support employees to
develop capabilities to shoulder future and higher responsibilities beyond their
current job roles.
ii. Technical trainings can be defined as trainings that are planned and executed by
district offices and process to enhance employee’s capacity in thier day to day

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operation of the business.

For Developmental Training:

4.1.3.2 Based on the training need identified, the Learning and Development Manager
prioritize the courses for the four years period and forward it to the Learning and
Development Expert.
4.1.3.3 The Learning and Development Expert develops and submits bank-wide one year
training calendar using the prioritized training needs.
4.1.3.4 The Learning and Development Manager reviews the training calendar and submits
to the Director Human Resource Development for review.
4.1.3.5 The Director Human Resource Development reviews the training calendar and
submits to the Vice President Corporate Human Resource Management for
approval.
4.1.3.6 The Vice President CorporateHuman Resource Management forwards the
approved training calendar to Learning and Development Manager and other
process owners via Director Human Resource Development for implementation.
4.1.3.7 If clarification or amendment is required by the Vice President CHRM, steps 4.1.3.1
to 4.1.3.4 shall be repeated.

For Technical Training:-

4.1.3.8 Respective Process prepare technical training calendar up on the budget call and
submit to the Director- Human Resource Development.
4.1.3.9 The Director Human Resource Development forwards the training calendar to the
Learning and Development Manager.
4.1.3.10 The Learning and Development Manager forwards the training calendar to the
Learning and Development Expert for review and compilation.
4.1.3.11 The Learning and Development Expert in collaboration with Processes and
HRBPs review technical training plan and send the final version to Manager
Learning and Development.
4.1.3.12 The Manager Learning and Development review and forwards the final plan to
Director Office of Strategy Management through Director Human Resource
Development.

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4.1.3.13 Up on receiving the approved plan from Director Office of Strategy, throgh
Manager Learning and Development, the Learning and Development Expert with
respective Process representatives prepares a detail schedule for implementation.
4.1.3.14 District offices shall be responsible to plan and implement technical training
programs under their domain.
4.1.3.15 An employee shall take either technical or developmental trainings atleast one
training session in a year .
4.1.4 Training Curriculum Development
4.1.4.1 Once the training needs are identified and approved, the Learning and Development
Manager Requests the Learning and Development Expert/officer to develop or
update a course to address the request.
4.1.4.2 In designing the curriculum, the Learning and Development Expert/officer shall
review and include the following aspects:
i. Title of the course;
ii. Course description;
iii. Objective of the course;
iv. Contents of the course;
v. Training methodology;
vi. Target group for the course;
vii. Duration of the course; and
viii. Pre requisite for the course.
4.1.4.3 The Learning and Development Expert/officer works with the requesting Process
area, Human Resource Business Partnering team, Employee Performance
Management team, and the Career and Succession team to develop the curriculum.
4.1.4.4 The Learning and Development Expert/officer is responsible for developing the
specified course/training curriculum and sending it to the Learning and
Development Manager for review.
4.1.4.5 The Learning and Development Manager reviews the course/ training curriculum
and sends it to the Director Human ResourceDevelopment.
4.1.4.6 The Director Human ResourceDevelopment reviews the document and sends the
reviewed document, via the Vice President Corpoarte Human Resource
Management, to the Process Council for approval.

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4.1.4.7 Once approved, the course is returned to the Learning and Development Manager,
and hence instructs the Learning and Development Expert /officer responsible for
the course to update the Bank’s training plan with the new course.
4.1.4.8 The Learning and Development Expert/officer updates the plan and submits to the
Learning and Development Manager for review and approval.
4.1.4.9 The Learning and Development Manager reviews the updated plan and if
clarification and/or amendments are required, steps 4.1.3.7 and 4.1.3.8 are
repeated. If not, the Learning and Development Manager sends the updated plan
to the Director Human ResourceDevelopment, copying the Vice President
Corpoarte Human Resource Management for information purpose.
4.1.4.10 The Learning and Development Officer adds the course details to the learning and
development list of courses.

4.1.5 Annual Training Plan Development

4.1.5.2 At the close of quarter four of every year based on the annual budget call from Office
of Strategy Management, the Learning and Development Manager prepares the
training plan.
4.1.5.3 The Learning and Development Manager designs the training plan using input from:
i. The training calendar;
ii. Competency gap assessments and reports;
iii. Personal development plans;
iv. Changes in the Bank’s strategic initiatives; and
v. Feedback from the Process Owners and Human Resource Business Partnering
teams.
vi. Annual performance assessment report from the Employees Performance
Management team.
4.1.5.4 The Learning and Development Manager sends a request for an input on the training
plan to the Human Resource Business Partnering Manager.
4.1.5.5 The Manager Carrer and Sucssion Management team and Performance Management
team shall forward training needs of employees to Manager Learning and
Development team.
4.1.5.6 The HR Business Partnering Manager gathers and pulls together the input and sends
it to the Learning and Development Manager for inclusion in the training plan.

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4.1.5.7 The Learning and Development Expert updates the annual training plan and send it
to the Learning and Development Manager for review.
4.1.5.8 The Learning and Development Manager sends updated training plan to the Director
Human Resource Development for review.
4.1.5.9 The Director Human Resource Development reviews the plan and forwards to the
appropriate Process Owner, via the Vice President Corporate Human Resource
Management, for comment.
4.1.5.10 Process Owners reviews the training plan, comment as necessary and return to
Director Human Resource Development, via the Vice President Corporate Human
Resource Management.
4.1.5.11 The Director Human Resource Development forwards the comments to the
Learning and Development Manager for incorporation into the training plan, as
appropriate.
4.1.5.12 The Learning and Development Manager forwards the comments to the Learning
and Development Expert for incorporation into the training plan, as appropriate.
4.1.5.13 The Learning and Development Manager submits the revised training plan to the
Director Human Resource Development for approval and communication shall be
made to the appropriate Internal Trainers and External Training Providers and
deployed in training delivery.
4.1.5.14 The annual training plan shall include atleast participant name, course name, date
of the training.
4.1.6 Updating the Training Plan
4.1.6.1 Not more than ten consecutive working days after the completion of the Bank’s
annual performance review cycle, the Employee Performance Management
Manager reviews the Bank wide individual performance and formal training
recommendations for all employees in the various process areas.
4.1.6.2 The Employee Performance Management Manager forwards the process and
individual level training needs assessment to the Director Human Resource
Development for review through the system.
4.1.6.3 The Director Corporate Human Resource Management reviews the training
recommendation and give approval to the Learning and Development Manager
for processing

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4.1.6.4 The Learning and Development Manager reviews the recommendations and
categorizes them as follows:
i. Requests for courses to be included in the Bank’s training plan; and
ii. New courses not included in the training plan.
4.1.6.5 If a request is for an approved existing course that is already included in the Bank’s
training plan, the Learning and Development Expert updates the training plan to
include the roles/individuals requiring the training.
4.1.6.6 If a request is for a course that is not included in the training plan, activities in
Article 4.1.3 Sub-Article 4.1.3.1 to 4.1.3.10 (Training Curriculum Development)
shall be done before the Learning and Development Manager updates the training
plan.
4.1.6.7 The Learning and Development Manager sends the updated plan to the Director
Corporate Human Resource Management, copying the Vice President CHRM for
information purposes.
4.1.6.8 The Director Corporate Human Resource Management sends the updated plan to
the relevant Process Owner for information purposes.
4.1.7 Responding to EmergentTraining Requests
4.1.7.1 Requests for unplanned training shall be received by Director Human Resource
Development from Process Owners and shall be approved by the Director
Human Resource Development.

4.1.7.2 Such requests shall be sent directly to the Learning and Development Manager
who reviews the recommendations and categorizes them as follows:
i. Requests for courses included in the Bank’s training plan; and
ii. New courses not included in the current training plan.
4.1.7.3 If a request is for an approved existing course that is already included in the
Bank’s training plan, the Learning and Development Expert updates the
training plan to include the roles/individuals requiring the training.
4.1.7.4 If a request is for a course that is not included in the training plan, activities
in Article 4.1.3 Sub-Article 4.1.3.1 to 4.1.3.10 (Training Curriculum
Development) shall be done before the Learning and Development Manager
updates the training plan.
4.1.7.5 The Learning and Development Manager sends the updated plan to the
Director Human Resource Development, copying the Vice President
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Corporate Human Resource Management for information purposes.

4.1.7.6 The Director Human Resource Development sends the updated plan to the
relevant Process Owner for information purposes and Director Office of
strategy Management for the plan amendment.
4.1.7.7 The Learning and Development Officer Expert/officer adds the course details
to the Learning and Development list of courses.
4.2 Trainer Selection
4.2.1Reviewing Training Provider Selection Criteria
4.2.1.1 At the commencement of quarter four of every two years, the Director Human
Resource Development instructs the Learning and Development Manager to
review the criteria and guidelines for screening and selecting dedicated internal
trainers and external trainers.
4.2.1.2 The Learning and Development Manager reviews the criteria and guidelines,
makes recommendations for any amendments along with justifications for
those amendments, and forwards the recommendations to the Director Human
Resource Development for review.
4.2.1.3 The Director Human Resource Development reviews and amends the
recommendations as appropriate, and forwards them to the Vice President
Corporate Human Resource Management for review and approval.
4.2.1.4 The Vice President Corporate Human Resource Management reviews the
recommendations and forwards them along with his/her decision or approval
to the Director Human Resource Development for implementation.
4.2.1.5 The Director Human Resource Development forwards the decision to the
Learning and Development Manager for implementation.
4.2.1.6 Once the criterias are approved, in the case of internal dedicated trainer
selection, the Director Human Resource Development forwards the case for
Director Human Resource Management for next action.For ETPs, it shall be
handled by the Facility Management Process according to the Bank’s
procurement procedure.
4.2.2 Identifying, Screening & Selecting External Training Providers (ETPs)

4.2.2.1 Through time the Director Human Resource Development reviews the list of
current External Training Providers and based on the Bank’s strategic objectives,
fresh strategic initiatives, fiscal year training and development recommendations as

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well as the competency gap assessment, makes a determination as to which type of

additional External Training Providers are required.
4.2.2.2 The Director Human Resource Development forwards the request of External
Training Providers, including the following information to the Vice President
CHRM:
i. Number of ETPs required;
ii. Training area/focus for additional ETPs requirements; and
iii. Relevant courses and programs.
4.2.2.3 The Vice President CHRMreviews the recommendation and sends the approval
back to the Director Human Resource Development. If the Vice President
Corporate Human Resource Management requires clarification/amendment of
the recommendations, steps 4.2.2.1to 4.2.2.3 are repeated.
4.2.2.4 The Director Human Resource Developmentsends the approved request for
additional ETPs to the Facility Management Process for procurement process.
4.2.2.5 The request for potential ETPs who meet the minimum requirements are screened
and selected in accordance with the Bank’s procurement procedure and in
compliance with External Training Providers eligibility criteria by the facility
Management Process.
4.2.2.6 The Facility Management Processs sends its decision to the Director Human
Resource Developmentwho in turn forwards it to the Learning and Development
Manager for further action.
4.2.3 Contract Signing for External Training Providers
4.2.3.1 After checking that the courses are included in the annual plan of the Bank or
exceptionally handled per the approval of the President or Vice President
CorporateHuman Resource Management, the Learning and Development Manager
prepares the contract and submit to the Director Human Resource Development
for review including the following information:
i. Obligation of the trainer and the Bank;
ii. Name of trainers;
iii. Name of courses;
iv. Duration of the training;
v. Term of payment;
vi. Settlement of dispute;
vii. Applicable law;

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viii. Force majeure; and

ix. Termination of the contract.
4.2.3.1 The Learning and Development Manager shall send the contract to Legal and Loan
Recovery process for further comment.
4.2.3.2 The Learning and Development Manager include the comments of Legal and Loan
Recovery process and submit for signing to the Vice President Corporate Human
Resource Management via the Director Human Resource Development.
4.2.3.3 The Vice President CorporateHuman Resource Management send the approved
contact to the Manager Learning and Development though Director Human
Resource Development
4.2.3.4 If it is a contact amendment, the Director Human Resource Development receive
contract amendment request from vendors.
4.2.3.5 The Learning and Development Manager amends the contract, if any and send it
back to the Director Human Resource Development for review.
4.2.3.6 The Learning and Development Manager include the comment of the Director
Human Resource Development and submit for signing to the Vice President
CorporateHuman Resource Management via Director Human Resource
Development.
4.2.3.7 The Vice President CorporateHuman Resource Management sends the signed
contract to Manager Learning and Development through Director Human
Resource Development.
4.2.4 Identifying, Screening & Selecting Dedicated Trainers
a) Recruitment of dedidated trainers from the external market:
4.2.4.1 Learning and Development Manager reviews the list of current external dedicated
trainers every two years and makes a determination/recommendation as to whether
additional Trainers are required based on:
i. Current training needs;
ii. Trainer competence, availability and performance;
iii. The Bank’s strategic objectives, fresh strategic initiatives; and
iv. Fiscal year training and development recommendations.
4.2.4.2 If additional dedicated trainers are required, the Director Human Resource
Development forwards the request, accompanied by the following information to
the Vice President Corporate Human Resource Management:

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i. Number of new Trainers required

ii. Training area/focus for additional requirements; and
iii. Relevant courses and programs
iv. The required competencies from the trainers.
4.2.4.3 The Vice President Corporate Human Resource Management reviews and
approves the request and forwards it to the Director Human Resource Management
for recruitment process from external labor market. If the Vice President Corporate
Human Resource Management requires clarification/amendment of
recommendations, steps 4.2.4.1 and 4.2.4.2 are repeated.
4.2.4.4 The selection committee members for external dedicated trainers shall constitute:
VP-Corporate Human Resource Management, Recruitment Process owners,
Director-Human Resource Development, Director-Human Resource
Management, Manager-Learning & Development, and one Expert from
Learning& Development and Recruitment Assessment & Selection.
4.2.4.5 An applicant who needs to be an internal dedicated trainer shall have a minimum
of Bachelor of Arts Degree in Business and related fields is required.
4.2.4.6 An applicant shall have five years of experience in delivering training in related
courses of which two years in the service industry.
4.2.4.7 An applicant shall have at least three years of professional work experience in
service organizations preferably in the banking industry.
4.2.4.8 The rating of external dedicated trainers shall be done by Reruitment and
Assessement team.
4.2.4.9 The screened candidates for the post shall avail for interview.
4.2.4.10 The rating parameters weight shall be deteremined by the committee.
4.2.4.11 The selected external dedicated trainer shall be communicated by Director Human
Resource Management.
4.2.4.12 Manager Learning and Development contentiously provide feedback to the
trainers with regard to their performance and training quality.
4.2.4.13 Manager Learning and Development design different learning interventions to
enhance the performance of the dedicated trainers.
4.2.4.14 If the dedicated trainers perform below the expectation of the bank, Manager
Learning and Development shall take the appropriate action as per the approved
Human Resource Management procedure.

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4.2.4.15 The bank shall also have the right to recruit through head hunting when there is
no or competent applicants in the formal vacancy process.
4.2.4.16 Corporate Human Resource Management, Director Human Resource
Management and Director Human Resource Development shall be involved in the
head hunting process.
4.2.4.17 The president shall approve the recruited external dedicated trainers through head
hunting.
b) For Internally Recruited Dedicated Trainers:
4.2.4.18 Learning and Development Manager reviews the list of current internal dedicated
trainers annually and makes a recommendation as to whether additional Trainers
are required based on:
i. Current training needs;
ii. Trainer competence, availability and performance;
iii. The Bank’s strategic objectives, fresh strategic initiatives; and
iv. Fiscal year training and development recommendations.
4.2.4.19 If additional dedicated trainers are required, the Director Human Resource
Development forwards the request, accompanied by the following information to
the V/President CorporateHuman Resource Management:
i. Number of new Trainers required
ii. Training area/focus for additional requirements; and
iii. Relevant courses and programs.
iv. The required competencies from the trainer
4.2.4.20 The V/President CorporateHuman Resource Management reviews and approves
the request and forwards it to the Director Human Resource Management for
vacancy announcement recruitment stating the required number and qualification
for the post. If the Vice President Corporate Human Resource Management
requires clarification/amendment of recommendations, steps 4.2.4.1 and 4.2.4.2
are repeated.
4.2.4.21 For the time being the bank shall deploy dedicated trainers only for some process.
4.2.4.22 An applicant who needs to be an internal dedicated trainer shall have first degree.
4.2.4.23 An applicant shall have at least three years of professional work experience in
related processin the position of job Grade 12 and above.

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4.2.4.24 The rating parameters to recruit internal dedicated trainers shall be educational
qualification, professional related work experience, communication &presentation
skill, material development skill and recommendation of the line managers.
4.2.4.25 The rating process of the appilants shall be done by the Recritment and
Assessement Team
4.2.4.26 The weight of the rating parameters shall be determined by the selection
committee.
4.2.4.27 The selection committee members for external dedicated trainers shall constitute:
VP-Corporate Human Resource Management, Recruitment Process owners,
Director-Human Resource Development, Director-Human Resource
Management, Manager-Learning & Development, and one Expert from
Learning& Development and Recruitment Assessment & Selection.
4.2.4.28 The Director Human Resource Management shall assign the internally dedicated
trainers to the Director Human Resource Development after the whole
recruitment process is finalized.
4.2.4.29 The bank shall deploy part time tehcnichal trainers, if deemed necessary.
4.2.4.30 An employee selected for internal dedicated Trainer shall be relieved from its
ordinary duties and responsibilities to serve as a trainer only for two years period
of time.
4.2.4.31 To be eligible for another opportunity for the post of internal dedicated trainer, the
employee should serve at least for one year on his/her original post and should
pass all recruitment process in the internal trainer selection procedure unless
he/she is recommended by the Director Human Resource Development and
approved by the V/President CorporateHuman Resource Management.
4.2.4.32 The bank shall also have the right to recruit through head hunting when there is no
or competent applicants in the formal vacancy process.
4.2.4.33 Corporate Human Resource Management, Director Human Resource
Management and Director Human Resource Development shall be involved in the
head hunting process.
a) For Par time internal trainers:

4.2.4.34 The bank shall recruit part time internal trainers until full time dedicated trainers
practice fully exercised.

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4.2.4.35 Learning and Development Manager reviews the list of current Internal Dedicated
and part timeTrainers annually and makes a determination/recommendation as to
whether additional part time Trainers are required based on:
i. Current training needs;
ii. Trainer competence, availability and performance;
iii. The Bank’s strategic objectives, fresh strategic initiatives; and
iv. Fiscal year training and development recommendations.
4.2.4.36 If additional part trainers are required, the Director HRD forwards the request,
accompanied by the following information to the Vice President CHRM:
I Number of new Trainers required
II Training area/focus for additional requirements; and
III Relevant courses and programs.
IV The required competencies from the trainer
4.2.4.37 The Vice President CHRM reviews and approves the request and forwards it to
the Director Human Resource Development for vacancy announcement
recruitment stating the required number and qualification for the post. If the Vice
President Corporate Human Resource Management requires
clarification/amendment of recommendations, steps 4.2.4.1 and 4.2.4.2 are
repeated.

4.2.4.38 The Director-Human Resource Management initiates only the vacancy

announcement, application collection and forwards all application letters along
with all pertinent documents(s) to the Learning and Development Manager
through Director Human Resource Development.
4.2.4.39 The Learning and Development Manager forwards applicants’ document to
Learning and Development Expert/Officer to screen out qualified applicants for
further selection process.
4.2.4.40 After the process of screen out applications, short-listed candidates are required
to prepare and deliver a twenty minute training session on a specified subject area
in prescribed format at the presence of respective Process owners.
4.2.4.41 The selection committee members for internal dedicated trainers shall constitute:
VP-CHRM, Director-Human Resource Development,Director Human Resource
Management, Manager-L&D, respective Process owners and Expert from
Learning and Development.

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4.2.4.42 After going through the entire internal trainer selection procedure, the Learning
and Development Manager Communicates successful candidates through an
internal memo.
4.2.4.43 Feedback session shall be arranged for all candidates who made training
presentations. The Learning and Development Manager and Expert shall give the
feedback to employees at Job Grade 13 and below.The Director Human Resource
Development and Learning and Development Manager shall give the feedback to
employees at Job grade 14 and above.
4.2.4.44 Fees to be paid for part time Trainers shall be handled as per the Bank’s
remuneration procedure and no extra benefit shall be sought by the trainer in
connection with his/her service.
4.2.4.45 An agreement shall be signed between the Bank and the Trainer as per procedure
of contract signing for internal part time Trainers.
4.2.4.46 An employee selected for internal part time Trainer shall be relieved from its
ordinary duties and responsibilities to serve as a trainer only for specific training
days.

4.2.5 Contract Signing for Internal Dedicated Trainers

4.2.5.1 The Learning and Development Manager prepares the contract and submit to the
Director Human Resource Development for review including the following
information:
i. Obligation of the trainer and the Bank;
ii. Name of the trainer;
iii. Name of courses;
iv. Duration of the training;
v. Term of payment;
vi. Settlement of dispute;
vii. Applicable law;
viii. Force majeure; and
ix. Termination of the contract.
4.2.5.2 The Learning and Development Manager shall send the contract to Legal and Loan
Recovery process for further comment. (Form HRD/LD/002/2015)

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4.2.5.3 The Learning and Development Expert include the comments of Legal and Loan
Recovery process and submit for signing to the Learning and Development
Manager.
4.2.5.4 The Learning and Development Manager continuously review and assesses
trainers’ performance and arranges developmental interventions for observed
performance gap, if any. The Bank shall terminate the contract with the trainer
based on the contract between the two parties.
4.2.6 Assessing Partnerships and Alliance with Training Vendors
4.2.6.1 At the commencement of quarter four of the relevant fiscal year, the Learning and
Development Manager reviews the partnership arrangements with training
vendors and prepares a report specifying:
i. Partnership goals/targets;
ii. Accomplished goals/targets;
iii. Evaluation of partnership to date based on feedback from participants, their
managers and the training provider, quantity of training delivered and value;
and
iv. New partnerships required based on current goals and new course requirements.
4.2.6.2 The Learning and Development Manager sends the status report to the Director
Human Resource Development for review.
4.2.6.3 The Director Human Resource Development reviews the report and sends to the
V/President Corporate Human Resource Management.
4.2.6.4 The V/President Corporate Human Resource Management discuss on the status
report with Director Human Resource Development and Manager Learning and
Development and pass a decision on the fate of the vendors.
4.2.6.5 The V/ President Corporate Human Resource Management forwards the decision
to the Director Human Resource Development for implementation.
4.2.6.6 The Director Human Resource Development communicate the decision to the
vendors.
4.3 Training Content Design
4.3.1 The Learning and Development Manager, at specified times as guided by the Bank’s
training calendar, using the Bank’s training plan for guidance, communicates via the
Director Human Resource Development a Call For Program Materials (CFPM) to
relevant internal trainers. The training material must be developed in accordance with

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training materials standard format templates and shall contain the following as
applicable:
i. Session guideline;
ii. Training session plan;
iii. PowerPoint presentations;
iv. Participant manual, either paper copy or CD; and
v. Exercises/case studies.
4.3.2 Internal Trainers forward their developed program materials for developmental and
technical trainings to the Learning and Development Manager for review. For
technical training programs, the program materials must include an endorsement by
the relevant Process Owner that the technical content meets requirements.
4.3.3 The Learning and Development Manager requests a member of the Learning and
Development Expert to review the program materials within the context of the Bank’s
training plan to determine whether:
i. Training materials have been prepared on standard templates;
ii. All modules specify course objectives;
iii. A training session plan and session guideline have been submitted; and
iv. Materials are accompanied by the Process Owner’s endorsement.
4.3.4 When all requirements have been satisfied, the Learning and Development Expert
returns the documents to the Learning and Development Manager and the Learning
and Development Manager forwards to the Director Human Resource Development
for approval.
4.3.5 The Director Human Resource Development confirms the materials satisfy
requirements, and sends an approval notification to the Internal Trainer, copying the
V/President Corporate Human Resource Management and Learning and
Development Manager. If the program materials do not satisfy requirements, the
Learning and Development Manager returns them to the Internal Trainer with
comments for modifications where required. The Internal Trainer returns the
amended material to the Learning and Development Manager. Steps 4.3.3 and 4.3.4
are repeated until finally approved by the Director Human Resource Development.
4.3.6 The Learning and Development Manager forwards the materials to the appropriate
Human Resources Business Partnering teams, and the Learning and Development
teams for further use in conducting the training programs.

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4.4 Payment for External Trainers

4.4.1 The Director Human Resource Development receives a request for payment from
the external training vendors and forward to the Learning and Development
Manager.
4.4.2 After ascertaining that the courses are included in the annual plan of the Bank or
exceptionally handled per the approval of the President or V/ President Corporate
Human Resource Management, the Learning and Development Manager forwards
the request to the Learning and Development Officer for processing the payment.
4.4.3 For every training type, the Learning and Development Officer shall ascertain the
appropriateness of the payment with the contract and course delivery and get a
signature of the coordinator that would be used as a confirmation for the execution
of the training.
4.4.4 If the training is provided by external training providers and to be paid in foreign
currency, the Learning and Development Officer shall prepare the payment based
on the contract and send to Trade Service process .
4.4.5 The payment order shall be signed by the Director Human Resource Development
and Learning and Development Manager.
4.4.6 If the payment is to be made in local currency, purchase order shall be created by
the procurement sub process.
4.4.7 The Learning and Development Expert/officer shall confirm the receiving of the
service to the Procurrement sub process .
4.4.8 The procurement sub process shall order the Finance process to effect the payment
for the rendered service by vendors after reciving the confirmation from the
Learning and Development team.

4.5 Payment for Internal Trainers

4.5.1 The fees to be paid to the Trainer for services rendered by him/her shall be as per
the Bank’s trainer remuneration procedure. Income tax, Sur tax and any other
relevant taxes or levies that might be imposed by the Government at any time before
or during the period of the agreement shall be paid by the trainer.
4.5.2 The Learning and Development Expert/Officer initiates internal trainer’s payment
and prepares payment order to the HR Transaction as soon as the training is
delivered.

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4.5.3 The Learning and Development Expert/officer assess the appropriateness of the
payment with the contract signed between the trainer and the Bank.
4.5.4 Once the appropriateness of the payment is cheked, the payment ordershall be send
to the HR transaction by including employee name, employee ID and amount of birr
to effect the payment through system .
4.5.5 The HR Transaction shall effect the payment to the internal trainer through the
system.
4.6 Training Plan Implementation

4.6.1 On approval of the training plan, the Learning and Development Manager contacts
Internal Trainers and External Training Providers to implement the training
programmes as planned.
4.6.2 Manager Learning and Development communicates the approved plan to Manager
Training logtics & Resturant Administration, Learning and development
Experts/officers for implementation.
4.6.3 For training sessions conducted either by Internal Trainers or External Training
Providers:
i. In Addis Ababa, the Manager - Training Logistics and Resturant Administration
implements the Training Program Checklist and ensures that checklist is
administered as indicated in connection with the logistic issue; and
ii. Outside Addis Ababa, the Learning and Development Expert/Officer liaises with
the appropriate Human Resources Business Partners regarding arrangements for
the training sessions.
4.6.4 For all training sessions except planned and organized by the district HRBP, the
Learning & Development Expert/Officer shall be responsible for:
i. Enrolling the participants and ensures their avalablity through Oracle Learning
Management system;
ii. For Technichal trainings enrollement shall be handled by the district Human
Resouce Buisness officersand shall be done through Oracle Learning Management
System.
iii. Making international/domestic travel arrangements for external/internal trainers.
4.6.5 The Learning and Development Expert/Officer and Human Resources Buisness
officer implements the Training Logistics checklist and is responsible for ensuring

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that all activities are completed as indicated on the checklist in connection with the
logistics issue.
4.6.6 If the employee can not attend the invited course due to tangible reasons, he/she shall
inform the Learning and Development Managers immidiatly when he/she recived
the enrollement messsage.
4.6.7 Unless otherwise there is forcemajure, all employees shall attend the invited course
with out any absence or inturuption.
4.6.8 If the employee shall not attend as per article 4.6.7, Learning and Development
Manager shall write written warning on the employees and deduct equaivalent
number of days salary for Developmental and process trainings and District Human
Resource Buisness partners for district technical trainings.
4.6.9 The bank also shall not pay perdiem allowance for the training that employee do not
attend.

4.7 Training Evaluation and Analysis

The Commercial Bank of Ethiopia shall implement four types of training

evaluation tools to measure the impact of the training. The evaluation system shall
be upgraded from time to time and the type of evaluation tools applied shall be
upgraded in line with the development in the implementation of the training
system. For the time being, level I and level II evaluation tools shall be applied as
training evaluation tools. The evaluation tools are the following:

1. Level I: “Reaction” Evaluation Tool;

2. Level II: “Learning” Evaluation Tool;
3. Level III: “Behaviour” Assessment Tool; and
4. Level IV: “Business Result” Training Assessment Tool.
4.8 Implementing Level I Evaluation Tool

4.8.1 Learning and Development Officer/Human Resource Business Officer shall attach
the first level training evaluation format to all invited participants thgrogh Oracle
Learning Management System (Form HRD/LD/004/2015 and Form
HRD/LD/005/2015)
4.8.2 The invited participant for specic course shall fill the first level evaluation on the
Oracle Learning Management System immidiatly at the end of the session.
4.8.3 The bank shall not give a certificate , if the employee do not partcipate 75 % of the

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course.
4.8.4 The Learning and Development Expert/Officer shall extract evaluation report from
the Oracle Learning Management System,make analyses and reviews the summary
and submmit recommendations to the Learning and Development Manager
accordingly.
4.8.5 The Learning and Development Manager reviews the summary and sends it to the
Director Human Resource Development for information purposes.
4.8.6 The Director Human Resource Development reviews and approves the summary and
sends to the Vice President Corporate Human Resource Management for
information.
4.8.7 The Manager Leaning and Development take corrective actions if needed, and sends
feedback to various stakeholders as follows:
i. Training delivery feedback to External Training Providers or Internal Trainers;
ii. Training logistics feedback,Content to Training Logistics team and Learning
and Development Experts and officers.

4.9 Designing Level II Training Evaluation and Analysis Tool

4.9.1 The Learning and Development Manager determines training evaluation levels for
individual courses by reviewing the target group and training objectives, and assigns
Learning and Development Officer to liaise with the internal trainers or external
training providers to design an appropriate Level II training evaluation tool for the
specific course.
4.9.2 The assigned Learning and Development Officer reviews the course objectives for
the relevant course and liaises with the relevant Internal Trainer or External Training
Providers to design the evaluation tool.
4.9.3 The Learning and Development Manager reviews and the Director Human Resource
Development approve the tools. If clarification and/or amendments to evaluation
tools are required, they are returned to the member of the Learning and Development
Officer and steps 4.9.1 and 4.9.2 are repeated.
4.9.4 The Learning and Development Officer assigned for the administration of the
evaluation tool shall submit to the Learning and Development Manager for
incorporating the tool in to the GIEOM or Oracle Learning Management System.
4.9.5 The Learning and Development Manager notifies the Director Human Resource
Development that appropriate tools have been assigned for the relevant courses.

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4.9.6 The Learning and Development Manager/District Human Resource Business

Manager notifies the assigned Learning and Development Expert/Officer or District
Human Resource Business Officer when a Level II evaluation tool is to be used.
4.9.7 The assigned Learning and Development Expert/Officer is responsible for ensuring
that pre-and post-test scores are recorded and analysed accordingly.

4.10 Implementing Level II Training Evaluation (Multiple Choice Tests)

4.10.1 The Director Human Resource Development identifies courses for which a Level
II (multiple choice or true/false tests) is to be used and notifies the Learning and
Development Manager accordingly.
4.10.2 A week ahead of the training schedule, the Learning and Development
Manager/District Human Resource Business Manager inform the assigned
Learning and Development Expert/Officer or District Human Resource Business
Officer to arrange level II training evaluation tool for the pre-test in collaboration
with Portal Administrator-Learning and Development and Learning and
Development Expert/Officer to identify the employee’s state of knowledge/skill.
4.10.3 The Learning and Development Expert/officer and the district Human Resource
Business partners shall ensure the readiness of all training logistics for the Pre-test
and post-test.
4.10.4 The Portal Administrator Learning and Development and/or the Learning and
Development Expert/Officer shall make ready the pre-test and post-test before the
beginning and ending of the training respectively.
4.10.5 The result of the pre-test and post-test shall communicate to all concerned organs
for further consumption when the request comes through process owners.
4.10.6 At the close of the training session, the assigned Learning and Development
Expert/Officer or District Human Resource Business Officer in collaboration with
System Admin-Learning and Development arrange the post-test level II training
evaluation tool to evaluate the impact or the outcome of the training.
4.10.7 After the training, the assigned Learning & Development Expert/Officer must be
done an assessment based on the pre- and post-test scores and submit to Manager
Learning and Development to review.
4.10.8 Manager Leaning and Development submit the pre and post test evaluation report
of courses to the Director Human Resource Development.

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4.11 Level III Training Evaluation

4.11.1 Level III evaluation tool shall be applied to assess whether the knowledge learnt
and skills developed during training have resulted in workplace behavioral changes
that positively impact job outcomes.

4.11.2 The Manager Learning and Development shall determine and forward to Director
Human Resource Development which courses shall be part of the Evaluation by
considering the learning objectives of the trainings.
4.11.3 Once the course are reviewed and approved by the Director Human Resource
Development, Manager Learning and Development shall decide when to conduct
and how to conduct the evaluation.
4.11.4 This evaluation shall be conducted after three months of the participants take the
training and shall be repeated after six months to check whether the employee is
working on the new knowledge and skill or reverted to old behavior
4.11.5 The methodology can be one or a combination of questionnaires, observation and
Interview and which is identified by the Manager learning and Development and
shall be approved by Director Human Resource Development.
4.11.6 Peers, line managers and subordinates shall be interviewed or questionnaires’ shall
be distributed.
4.11.7 The whole participant or sample shall be taken to implement level III evaluation.

4.12 Level IV Training Evaluation

4.12.1 Level IV evaluation tool shall be applied to assess the extent to which the training
program has influenced business measures due to the skills, knowledge and
attitudes of the trainees, post training.

4.12.2 All training programmes are not applicable for Level IV evaluation.

4.12.3 Level IV evaluations are typically conducted 6-12 months following the training
event.
4.12.4 Director Human Resource Development and Manager Learning and Development
determine data sources for the measurement. Potential sources include:
a. Existing metrics (i.e revenue targets)
b. Performance observation (i.e., quality assurance monitoring, skill
demonstration in controlled environment post-training)
c. Surveys

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d. Interviews
e. Focus group

4.12.5 Both Level III and IV shall be implemented in the future as per a separate guideline
designed for this purpose by establishing a virtual team.

CHAPTER FIVE:CAREER and SUCCESSION PLANNING

MANAGEMENT
5.1 Successor Role Identification

5.1.1. The CBE Talent Management Committee has the responsibility to approve and give
direction on succession planning and management activities;
5.1.2The Talent Management Committee is responsible for:
i. Review and approval of critical roles;
ii. Review and approval of successor screening, identification and selection criteria
iii. Review and approval of list of potential successors;

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iv. Passing decision on the type of soft ware/tool to be used as leadership competency
assessment tool to assess leadership competency gaps of eligible leadership
positions potential successors;
v. Assigning or nominating responsible organ who shall handle the leadership
assessment and development activities;
vi. Oversee the developmental activities at which potential successors are enrolled
based on their developmental gaps (needs);
vii. Give directions which deemed necessary to the effectiveness and efficiency of the
succession planning and management system of the bank;
5.1.3. The bank shall select and review the successor/critical roles based on the selection
criteria;
i. Role require a depth of expertise and / or specialized knowledge such that if there
is no one in the role, business operations shall be significantly disrupted
ii. Require a depth of expertise or specialized knowledge such that the positions are
difficult to fill immediately internally or externally
iii. Critical roles shall include both managerial as well as professional positions
5.1.4 The Critical roles shall be classified in pools as deemed necessary and subject to any
change as per the requirements of the bank’s human resource development strategy.
5.1.5 The existing successor/critical roles are classified as;
i. Pool 1- potential successors for Vice President& Chief roles
ii. Pool 2- potential successors for District Manager & Director roles
iii. Pool 3- potential successors for Branch III & IV Manager roles, and Head Office
Managers (for those identified as critical roles)
iv. Pool 4- potential successors for Branch II & III Manager roles
v. Pool 5- potential successors for Customer Service Managers, team leaders and
expert roles (for those identified as critical roles)
5.1.6 Every five years, before the last closing date of quarter four, the Career and
Succession Planning Management expert reviews the bank roles and submit report
for the need to review/update the list of successor roles including any additional
successor roles.
5.1.7 Not more than five working days after receiving the report from the Career and
Succession Planning Management expert, the Career and Succession Planning
Management Manager sends a notification to the V/President CHRM via the Director

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HRD for the need to review/ update the current list of successor roles.
5.1.8 The notification shall include any additional successor roles identified by the Career
and Succession Planning Management team accompanied by a justification.
5.1.9 The criteria for the inclusion of additional critical roles are the following:
i. Fresh strategic initiatives and/ or other external and internal factors that might
influence successor role identification,
ii. Criticality of the roles to the Bank’s short, medium and longterm operations
based on the Bank’s current and projected business goals and objectives,
iii. Extent of difficulty in filling the roles internally and/ or externally due to a lack/
shortage of specific expertise in the market, and
iv. Retirement forecasts and turnover rates in “at risk’ roles.
5.1.10 The V/President CHRM sends a meeting notification to the TMC to discuss the report
and take requisite actionable decisions. The Director HRD, Career and Succession
Planning Management Manager and Career and Succession Planning Management
Expert shall be in attendance at the TMC meeting.
5.1.11 After the meeting the Career and Succession Planning Management Manager,
develops individual role specific Leadership Profiles which specify for each
successor role;
i. The Leadership, Core Values and Technical Competency requirements
ii. The minimum performance requirements (the same for all roles)
iii. The minimum service year requirements - number of years
iv. The minimum experience requirements – time spent in specific roles
v. The formal training requirement
5.1.12 The potential successor identification, screening & selection criteria is determined by
the TMC which consists of:
i. Maximum age at date of selection,
ii. Minimum job grade required at time of selection,
iii.Minimum educational qualification needed at time of selection,
iv. Minimum performance appraisal required at the time of selection, and
Clean file status.
5.1.13 The Career and Succession Planning Management officer/ expert after receiving the
instruction from the Career and Succession Planning Management manager shall
gather the information/data on each role referring to the points disclosed under item
no. 5.1.11,prepare analysis report and submit to the Career and Succession Planning
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Management manager for further review and comments.

5.1.14 The Career and Succession Planning Management manager after reviewing and
preparing a consolidated report submits the Leadership profiles to the Director HRD
for review.
5.1.15 The Director HRD sends the profiles to the TMC via the V/President CHRM for
approval. If clarification or amendment is required, steps 5.1.11 to 5.1.14 are
repeated.
5.1.16 The TMC reviews the profiles and approve if no clarification or amendment is
required. The approval is sent to the Director HRD via the V/P CHRM.
5.1.17 Uponrecieving the approval, the Director HRD requests the Career and Succession
Planning Management manager, to update the Succession Planning Management
talent database with the amendments.
5.1.18 The Career and Succession Planning manager ensures the Succession Planning
Management talent database is updated by career and succession management expert
within in two working days after receiving the request.

5.2.Potential Successor Selection

5.2.1 Potential successor screening, identification and selction process shall be initiated
by the career and succession planning management manager on monthly basis.
5.2.2. Every end of the month, the Career and Succession Planning Management manager
instructs the Career and Succession Planning management expert/officer to screen
,identify and select potential successors based on the eligibility requirements or
crireria set by the TMC.
5.2.3 The Career and Succession Planning Management Expert/officer based on the
direction of the Career and Succession Planning Management Manager, depending
on the updated HRIS data base shall screen, identify and select potential successors
based on the eligibility criteria set by the TMC and submit the list of potential
successors to the Career and Succession Planning Management manager for further
review and comments.
5.2.4 After reviewing and preparing report on the screening, identification and selection of
the potential successors and any other issues need the TMC attention, the Career and
Succession Planning Management Manager submit the document to the Director
HRD for review and comments.

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5.2.5 When the eligible nominations are ready, the Director HRD sends the list of all
screened candidates to the TMC via the V/President CHRM as follows:
i. Candidate Name, Current Job Title, Job Grade and Process Area,
ii. Date of Employment, Successor role(s) nominated for,
iii. Succession timeframe – Short, Medium or Long Term,
iv. Performance history,
v. Experience history in years,
vi. Experience history by role, and
vii.Current competency profile.
5.2.6 The TMC approves the nominations, if clarification or amendment is not required.
5.2.7 If additional information and/ or amendments are required, the TMC returns the
affected nominations to the Director HRD via the V/President CHRM with a memo
specifying the Committee’s requirements.
5.2.8 The Director HRD addresses the comments/ request in collaboration with the Career
and Succession Planning Management manager and returns the specific nominations
to the TMC copying the V/President CHRM.
5.2.9 After nominations are approved by the TMC, the Director HRD notifies, via memo,
relevant employees of their enrolment on the Succession Planning and Management
program (but not indicating the successor role(s)) and instructs the Career and
Succession Planning Management manager proceed to the next activities.
5.2.10 The career and succession palnning management manager, within 5 working days
after getting the approved list of potential successors and get the instruction from the
Director HRD shall create succession plan of the potential successors as per the
Oracle succession planning functionality.

5.3. Successors’ Pool Developmental Needs Assessment

5.3.1Successors Developmental Needs

5.3.1.1 Successors developmental needscan be identified by;
i. Applying 360 degree assessment software to assess the potential successors’
leadership and core value competency gaps
iii. Analyzing profile of potential successors to identify the basic technical
competency requirements
iv. Analyzing the expected competency needs of the succession roles

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5.3.2. Conducting a 360 Degree Leadership Assessment

5.3.2.1. The President of the bank has the responsibility of administering the 360 degree
leadership assessment of potential successors of pool 1.
5.3.2.2. The V/P CHRM has the responsibility of administering the 360 degree leadership
assessment of potential successors of pool 2;
5.3.2.3 At the conclusion of the successor identification, screening and selection process,
the Career and Succession Planning Management manager shall request approval
from the V/P CHRMvia the Director HRD to conduct a 360 degree assessment of
the enrollees on the Succession Planning and Management program who have
managerial/leadership experience and are potentially selected for next higher
leadership roles, using the Bank’s approved assessment tool;
5.3.2.4 The V/P CHRM approves the request, sends a notification to the TMC and shall do
the following;
i. Requests the Career and Succession Planning Management manager via the
Director HRD to provide the listing of Managers, Peers and Subordinates
for all successors, and
ii. Schedules a TMC meeting to select the 360 degree assessors for succession
candidates.
5.3.2.5. The Career and Succession Planning Management officer after receiving the
instruction from the Career and Succession Planning Management manager shall
identify from the HR database the list of managers, peers, and subordinates for all
the successors and submit within 5 working days to the Career and Succession
Planning Management expert for further review and checking.
5.3.2.6 The Career and Succession Planning Management expert within 3 working days
after receiving the data from the officer shall submit the list to the Career and
Succession Planning Management manager for further review and action.
5.3.2.7 The Career and Succession Planning Management manager after reviewing and
making amendments, if needed, shall forward the list for the talent Management
Committee’s decision in the selection of assessors via the Director HRD.
5.3.2.8 During the meeting, the TMC selects assessors, under conditions of anonymous
and confidentiality as follows;
i. Employees Current Manager (employee must have worked with current
Manager for at least six months prior to the assessment)

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ii. Minimum of two Peers (to be selected on a random basis during the meeting).
In case if the successor couldn’t have genuine peers who know and assess
him/her very well, by increasing the number of subordinates in numbers, the
assessment should continued without involvement of the successor peer
groups.
iii. Minimum of two Subordinates, where applicable to be selected on a random
basis during the meeting.
5.3.2.9 The TMC shall ensure the on line 360 degree assessments are conducted and the
appropriate reports are generated.
5.3.2.10 Reassessment of successors for their 360 degree leadership shall be conducted on
yearly basis( that is, one year after the receiving of the successors’ Personal
Development Plan) based on the TMC’s direction and approval.
5.3.2.11 The Director HRD requests the Career and Succession Planning Management
manager to update Bank’s Succession Planning and Management talent database
with the employee assessments.

5.4 Conducting Successor Candidate Competency Gap Assessment

5.4.1 After getting the notification from the Career and Succession Planning Management
manager the Career and Succession Planning Management expert develops the
tools/formats that support the process of collecting successor candidates’
competency profile from their immediate supervisors.
5.4.2 The Career and Succession Planning Management expert submits the tools/formats
developed as stated under item no. 5.4.1. to the Career and Succession Planning
Management manager for further review and comments.
5.4.3 The Career and Succession Planning Management manager after reviewing and
amending the tools/formats, if needed, shall formally communicate to the
successor’s immediate supervisors via memo copying the Director Human
Resources Development.
5.4.4 At the conclusion of the successor identification, screening and selection process,
the Career and Succession Planning Management manager copying the Director
HRD, sends the following to the successors’ immediate supervisors copying their
Process Owners as follows;

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i. Successor Competency Identification Profiling on line tool specifying the required

leadership competencies for each successor role;
ii. Instructions for the Manager to assess the succession candidate’s current
competency levels against the Leadership Competency Profile. The Leadership
Competency profiles are specified in the Bank’s Competency Matrix.
iii. A request for the endorsement of all completed profiles by the Process Owner.
iv. The timeframe within which the assessments must be submitted.
5.4.5 The Career and Succession Planning Management officer in liaise with the HRBP
expert/officer assigned to the process/district office, shall follow up for timely
collection, collect, and encode the collected data on the tools developed and
communicated accordingly.
5.4.6 The Career and Succession Planning Management officer summarizing the technical
competency gap assessment data at process/district/office level submits to the Career
and Succession Planning Management expert for further review and analysis;
5.4.7 The Career and Succession Planning Management expert after receiving the data from
the officer review and preparing analysis report and submit to the Career and Succession
Planning Management Manager for further review and consolidation.
5.4.8 When the assessments are completed, the Career and Succession Planning
Management manager sends the individual successor profiles to the Director HRD.
The profiles shall include, among other things;
i. The successor candidates significant, wide and narrow competency gaps in
accordance with the bank’s competency gap assessment definition.
ii. Talent Categorization - Estimates of the time required by the employees’ to
progress into the identified successor roles (Short, Medium or Long Term)
5.4.9 The Career and Succession Planning Management Manager submits the report to the
Director HRD for review.
5.4.10 The Director HRD reviews the documents and submits the report to the Talent
Management Committee via the V/P CHRM. If clarification or amendment is
required, the report is sent back to the Career and Succession Planning Management
Manager for comments and Steps 5.4. 8 to 5. 4.9 are repeated.
5.4.11 After completion of the online individual potential successor 360 degree assessment
report,the assigned administrator of shall generate the report and convert it to PDF
and forward the report to the individual potential successor via his/her outlook email
with in two(2) working days after the assessmen is completed

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5.4.12 The Director Human Resources Development requests the Career and Succession
Planning Management Manager to update the succession planning management
talent database as follows;
i. Employee assessments as per approved guidelines.
ii. Updated bench strength data

5.5 Providing 360 degree Leadership Assessment Feedback

5.5.1 Upon the completion of the 360 degree assessment, the career and succession
planning management manager forwards request to the TMC via the DHRD to assign
coach or feedback provider to the potential successors with completed 360 degree
assessment reports at individual level in line with the requirements disclosed under
item5.11.1of this procedure.
5.5.2 The Director HRD shall instruct the Career and Succession Planning Management
Manager to arrange feedback schedules between the feedback provider and individual
successors.
5.5.3 The feedback shall specify;
i. The ratings from the various 360 degree assessors – Manager, Peer, Subordinate;
ii. A comparison of the assessors evaluations with the succession candidate’s self –
assessment;
iii. Development areas;
iv. A discussion of next steps
5.5.4 The Career and Succession Planning Management officer up on the instruction given
from the Career and Succession Planning Management Manager prepare schedules,
communicate the schedule to the successors, and notify the Career and Succession
Planning Management manager any challenges for proactive way outs.
5.5.5 The Career and Succession Planning Management expert collects input on the
process from the officer and prepare status report on daily basis, and submit to the
Career and Succession Planning Management Manager for review and interventions,
if any.
5.5.6 The Career and Succession Planning Management Manager after receiving the status
report from the expert prepares a summarized status report and submit to the Talent
Management Committee copying the Director Human Resources Development.

5.6 Developing the Personal Development Plan(PDP)

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5.6.1After the 360 degree assessment report feedback discussion, successors shall take one day
workshop which mainly focuses on;
i. Creating further awareness on the objective and strategy of the bank’s succession
planning and management
ii. The objective and benefit of conducting a 360 degree leadership assessments;
iii. Guiding successors on how to develop their Personal Development Plans
5.6.2 Within seven working days after successors get their 360 degree assessment report
feedback discussion, the Career and Succession Planning Management officer schedules
and communicates the one day workshop and notify the Career and Succession Planning
Management expert the progress.
5.6.3 The Career and Succession Planning Management expert receiving the
notification/status from the officer checks the accuracy, timeliness and nomination of
the successors to the workshop and prepare status report to the Career and Succession
Planning Management manager for review and comments.
5.6.4 Within three working days after attending the workshop, successors shall develop and
submit their Personal development plans to the feedback provider/coach for further
review and comments.
5.6.5 The plans shall specify the following;
i. Development goals and timeframes
ii. Specific development targets
iii. Development Interventions include:
a) Developmental Activities in the work unit
(Coaching, Cross Training, Job Enrichment, Job Rotation, Special Projects )
b) Developmental Activities outside the work unit:
(Internal Training Courses, College Course Work, External Training Courses,
Professional Meetings, Memberships and Conferences, Self-Development
Task Forces, Project Teams, and or Committees)
iv. Monitoring parameters and timeframes
5.6.6 The Career and Succession Planning Management officer follows up the submission
of the Personal Development Plans for the Feedback provider/coach’s review.
5.6.7 Once the career and succession officer verifay the submission of the PDPs of the
required successors to the feedback provider/coach’s, he/she shall also notify the
submission of the reports to career and succession manager.
5.6.8 After having the report, the career and succession planning manager communicate

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with the feedback provider/coach to review and comment the PDP by checking the
following componenets of the plan (this step shall be followed if the feedback
provider is novice);
 The developmental areas the successors want to achieve and whether the plan is
SMART or not;
 The alignment of the developmental areas and blind spots identified through the
assessment;
 The factors that shall help the successors to achieve his/her goal;
 The possible ways the successor coach/mentor can help the successors to achieve
the goal;
 The possible factors that shall stop/hinder the successors in achieving his/her
goal/goals if any ,and the possible way-outs;
 The required time for the interventions (like attending a course/training, gaining
a qualification, coaching and mentoring, shadowing and delegation performance
review etc).
5.6.9 The feedback provider/coach, within five working days after receiving the personal
development plan of the successor, shall forward it back including his/her
comments, if any. The feedback provider/coach shall conduct the coaching sessions
in line with the items stipulated under item5.12.1 of this procedure.
5.6.10 Within two working days after receiving the comments, the successor shall make
amendments and submit his/her Personal developmental plan to the feedback
provider/coach and his/her immediate supervisor to be discussed between the
immediate supervisor with the presence of the feedback provider/coach.
5.6.11 The Personal development plan discussion between the supervisor and successor
shall be conducted within seven working days after the submission of the final
Personal development plan document.
5.6.12 The Career and Succession Planning Management officer schedules, communicates
and follow up the Personal development plan discussion between the supervisor and
successor and submit progress report to the Career and Succession Management
expert on daily basis.
5.6.13 The Career and Succession Planning and Management expert reviews the progress
report and check for the accuracy and efficiency of the process.
5.6.14 The successor and his/her immediate supervisor discuss the plan. Once discussions

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are completed, the plan is signed off by the successor and his/her immediate
supervisor and a copy sent to the Career and Succession Planning Management
Manager within two working days for further input to extract the developmental
needs of the successor.
5.6.15 The Career and Succession Planning Management Manager shall request the Career
and Succession Planning Management Expert to extract and analyze developmental
needs of successors from their personal developmental plans and prepare a report.
5.6.16 The Career and Succession Planning Management Manager after collecting the
report from the Career and Succession Planning Management expert shall review
and prepare a consolidated report on the overall developmental needs of the
successors on pool basis and submits the report to the Director HRD for review and
comments.
5.6.17 The Director HRD after reviewing the report shall instruct the Career and Succession
Planning Manager to communicate the Learning and Development Manager for action
copying the V/President CHRM. If the Director HRD has comments which need
rectification and further work, he/she shall return back the document including his/her
comments requesting the Career and Succession Planning Management Manager to act
accordingly, and steps 5.8.14 to 5.8.15 are repeated.
5.6.18 Once the PDP is accepted, the Career and Succession Planning Manager discussed
with the successor and the line manger regarding their roles and accountabilities
following through the PDP as outlined below:
Role of the Employee:
Any barriers to completion should be communicated to the supervisor when they are
recognized. In addition, the employee is accountable for tracking and
communicating actual completion dates.
Role of the Supervisor:
The responsibility of the supervisor is to give the employee access to the resources,
as agreed upon the final PDP discussion. In addition, the supervisor should take an
active role before, during and after training to maximize the employee’s
development experience.
5.6.19 The Career and Succession Planning & Management Manager in consultation with
the learning and development manager implement the successor development
interventions which required formal training. In this step both the successor and
supervisor should also shalling and ready to implement the training plan.
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5.6.20 After the PDP intervention programs have been implemented the career and succession
planning and management experts shall continuously monitor the PDP implementation
process and provide monthly report to the manager CSPM including but not limited to
the following areas:
 The progress of the PDP intervention,
 Discrepancies in the implementation process and
 Determination of PDP elements which shall require change also included in the
report for further actions.
5.6.21 The coaching role of the potential successor’s immediate supervisor to support the
development of the potential successors shall be facilitated and monitoring as per the
coaching guideline developed as working tool for all the supervisors at the bank.
5.6.22 The Career and Succession Planning Management Manager on monthly basis requests
the Learning and Development Manager to provide the status of the successors’ vis-a-
vis the developmental trainings and activities against the plan.
5.6.23 The Career and Succession Planning Management Manager via the Director HRD shall
request the successors and their immediate supervisors to provide feedback on the
progress of the individual successor’s Personal development plan using the
template/format which shall be communicated to them on semiannual basis.
5.6.24 The Career and Succession Planning Management manager ensure the Succession
Planning Management talent database is updated.
5.7 Treatment of Penalized/demoted Successors
5.7.1The Career and Succession Planning officer in liaison with the Recruitment,
Assessment and Selection and Human Resources Transaction shall collect the
list/data of employees demoted and/or penalized and deliver to the Career and
Succession Planning expert within 5 working days after the last day of the month.

5.7.2 The Career and Succession Planning Managemnet expert after receiving the report
checks its implication to the succession pools and submit report to the Career and
Succession Planning Management Manager for review and further action.
5.7.3 The Career and Succession Planning Managemnet Manager shall consider the
demoted employee as potential successor for the long term succession planning ( that
is 5 years ) in line with the eligibility criteria for next higher position of his/her current
job position, however, referring to the recruitment, assessment and selection team’s
demotion procedure, that is, probability of promotion treatment of demoted
employees.
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5.8 Developmental Coaching

5.8.1 Developmental coaching shall be intended to address employees identified as
potential successors through succession planning. Coaching shall include 360-
degree feedback or other diagnostic tools to assess development needs and develop
identified competencies.
5.8.2 Supervisor/coach shall regularly meet with the potential successors under his/her
supervisor or assigned to him/her to review the extent to which the potential
successor is progressing towards enhancement of his/her development.
5.8.3 Developmental Coaching shall focus on exposing the potential successor to new
experiences or introducing him or her to underdeveloped skills.
5.8.4 The development coaching shall be applied for employees identified as potential
successors for higher leadership roles and pass through the 360 degree assessment
and draw their personal development plans as a result of the leadership competency
gaps.
5.8.5 Coaching for development shall center on:
 Exploring new options and uncovering new ideas or skills to expand the
potential successor’s abilities;
 Exposure to new responsibilities or experiences that shall enhance his or her
ability to perform at the next higher role;
 Obtaining knowledge or awareness of “the big picture,” thereby enabling the
potential successor to perform his/her job more effectively.

5.9 The Developmental Coaching Steps

5.9.1 360 Degree Assessment Report Feedback Coaching

5.9.1.1 The 360 degree assessment report feedback coaching shall be aimed at supporting
the potential successor to positively accept the assessment, acknowledge the
outcomes and make him/her ready for the next steps.
5.9.1.1 The coach shall explain to the potential successor that the subordinate and peer
ratings were anonymous and confidential, and the objective of this session is to
discuss the report and come to an agreement on the potential successor’s
development focus and development areas.
5.9.1.2 The coach shall ask and ensure that the potential successor has reviewed his/her
assessment report and understands it. If the potential successor has not studied his/her
report, the feedback discussion should have to be postponed/ rescheduled.
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5.9.1.3 If the potential successor has review his/her assessment report, the coach shall guide
him/her and point out the differences in ratings between his self assessment and that
of his/her assessors.
5.9.1.4 The coach shall explain the gaps between the potential successor’s self assessment
and the other assessors’ ratings.
5.9.1.5 The coach shall not ask whether the potential successor agree or disagrees with the
assessment result, rather, let him/her speak without interrupting to avoid broad range
of emotions.
5.9.1.6 The coach shall also need to ensure and explain that the discussion is confidential but
explain to the potential successor that he/she needs to understand the issues and
support the development of the potential successor.
5.9.1.7 The coach shall make sure and communicate to the potential successor that this is a
developmental discussion not a performance review discussion to support the
potential successor to positively acknowledge the individual ratings and accept even
negative ratings perceptions of the raters that need to be addressed as people
respond/react /interact with the potential successor on the basis of perception which
then becomes reality.
5.9.1.8 The coach shall ask the potential successor whether he/she accepts ratings and
comments. If the potential successor appears he/she is in denial of his/her
supervisor’s comments and ratings but accepts his subordinates comments and
ratings, the coach shall ask him/her to point out whether he/she feels he/she needs
to develop any leadership capability.
5.9.1.9 If the potential successor says yes, the coach shall ask which ones and shall be
incorporated as part of the PDP of the potential successor. However, if the
potential successor says no, then there is an issue and the discussion needs to be
rescheduled.
5.9.1.10 After giving second chance to the potential successors by rescheduling the
feedback conversation, if the potential successor maintains his/her previous
position/opinion, the coach shall communicate/report the incidence to the
HRD/CSPM team to be governed in line with the CHRM procedure.
5.9.1.11 The coach shall ask the potential successor if he/she has questions and
understands the process and shall also clarify the next steps as well as assure
him/her that the CBE is committed to developing him as a leader.

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5.9.2 PDP Development Coaching (between Coach and potential successor)

5.9.2.1 The PDP development coaching shall be conducted after the potential successor has
attended the PDP development work shop.
5.9.2.2 The coach shall make sure that the potential successor has developed his/her draft
PDP and get the chance to review it before conducting the coaching session.
5.9.2.3 The coach shall also make sure that he/she has reviewed and understood the 360
degree assessment feedback report in order to support and guide the potential
successor to develop his/her PDP aligned with the assessment report .
5.9.2.4 The coach shall ensure that all the lowest rated items/blind spots whichever is lower
are included in the PDP of the potential successor using the template developed for
this purpose ( annexed herewith this procedure). The maximum development areas
that needs to be included in the PDP of each potential successor must be five(5) .
5.9.2.5 The coach shall recommend specific developmental interventions for each
developmental area/gap and support as well as guide the potential successor to draw
SMART PDP.
5.9.2.6 After getting in to agreement with the potential successor on the PDP of the
individual potential successor, the coach needs to close the discussion addressing
or clarifying their next discussion with the immediate supervisor of the potential
successor before final endorsement of the PDP.
5.9.2.7 After conducting this session, within 24 hours, the coach shall notify/report to the
HRD/CSPM team that the PDP development coaching session is conducted so as
to schedule the PDP coaching session with the involvement of the potential
successor’s immediate supervisor.

5.9.3 PDP Approval Coaching (Coach- Potential Successor and Immediate

Supervisor of the potential successor)

5.9.3.1 At this stage of the PDP discussion, the coach, the potential successor and the
immediate supervisor of the potential successor shall avail themselves to discuss
on the PDP of the potentials successor.
5.11.3.1 At this stage the coach shall make sure that the potential successor’s immediate
supervisors has got and reviewed the PDP of the potential successor before they
come together to the discussion session.
5.11.3.2 The coach shall make sure that any issues and complements given by the supervisor
are clarified and incorporated and the PDP of the potential successor amended

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accordingly.
5.11.3.3 After closing the session within 24 hours, the coach shall notify/report to the
HRD/CSPM team that the PDP development coaching is over and it is time to collect
the final PDP of the potential successor to use as an input for the necessary
developmental interventions.
5.9.4 PDP Follow-up and Progress Review Coaching( Potential successor,
Immediate supervisor or assigned Coach)
5.9.4.1 PDP of potential successors is a document that comprises different developmental
interventions depending on the specific gaps or developmental areas of individual
successor.
5.9.4.2 Supervisor or assigned coach shall regularly meet with the potential successor to
review the extent to which the potential successor is implementing his/her PDP in line
with the time frames under each development activity.
5.9.4.3 Supervisor or assigned coach shall provide and solicit regular coaching and feedback
about how potential successors in his/her team or assigned to him are doing by
facilitating discussions with the potential successors to determine what is going well
and where there are opportunities for improvement.
5.9.4.4 Supervisor or assigned coach shall also exhibit prompt follow up and look for
feedback as to the execution and implementation of the developmental
activities/interventions handled by the different stake holders (potential successor,
immediate supervisor, the bank/HRD).
5.9.4.5 Supervisor or assigned coach shall conduct formal coaching at least once on every
quarter; for which the first PDP follow up and review coaching shall commence
three (3) months after the PDP approval coaching session conducted among the
coach, the potential successor and the immediate supervisor.
5.9.4.6 The supervisor or assigned coach shall collect PDP progress report of each potential
successor on quarterly basis (within 5 days after the conduction of PDP review and
follow up session) and forward to the HRD/CSPM. The supervisor or assigned
coach can also incorporate his/her inputs while forwarding the progress/tracking
sheet.
5.9.4.7 The developmental coaching shall continue for all potential successors who are
eligible to the 360 degree assessment in line with the requirements stipulated under
5.9.1 to 5.9.4.

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5.10 Updating and Communication of Succession Pools

5.10.1 Communicating List of Potential Successors and messages targeting

the succession pools

5.10.1.1 With in 10 working days after monthly update of the pool of potential
successors,the Career and Succesion Planning management manager formally
communicates new potential successors via their outlook email copying Director
HRD and immediate supervisor of the potential successor.
5.10.1.2 Within 15 days after selecting and identification of potenetial successors the career
and succession planning management manager shall submit summary report of the
potential successors under the different pools to the Director HRD copying the
V/President -CHRM and the Director HRM.
5.10.1.3 With in 15 working days after noting or getting data that potential successor is
resecreened or identified that he or she is not eligible to kept as potential successor
due to reasons stipulated under item number 5.9 of this procedure, the Career and
Succession Planning Managemnet manager shall inform the potential successor
stating the reason for excluding him/her via the potential successor’s outlook email
copying the Director HRD and immediate supervisor of the potential successor.
5.10.1.4 Within 10 working days after the end of every month, the career and succession
planning management team shall prepare and communicate messages targeting the
different succession pools aimed to enhance the motivation as well as engagement
of the potential successors. The message can be forwarded through portal or
through outlook email of the potential successors which ever is convenient.

5.10.2 Data Updating and Maintaining of Evaluation Scores of potential

successors
5.10.2.1 The Career and Succession Planning Managemnet team shall collect, compile,
analyze and maintain databse of evaluation scores of potential successors under
the different succession pools.
5.10.2.2 The evaluation scores of the potenetial successors mainly includes the exam
scores, on the job training evaluation scores, presentation evalauations, and other
evlaluation which are deemed or needed as necessary for the diffrenetsuccessoion
pools.
5.10.2.3 The Career and Succession Planning Management officer shall collect and
compile evaluation scores of potential successors with in 15 working days after

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final exam or evaluation date and submit to the Career and Succession Planning
Management expert for review and further analysis.
5.10.2.4 The career and succession planning management expert after receiving the data of
the evaluation scores of the potential successors’ from the officer shall analyze and
prepare report and submit the reort to the career and succession planning
management manager for review and feedback before submitting the report the
next higher level (could be the Director HRD, V/President -CHRM, TMC).
5.10.2.5 The career and succession planning management manager after reviewing the
analysis report prepared by the expert shall submit/forward the report to the
Director HRD.
5.10.2.6 The Director HRD after reviewing the analysis report shall forward to the V/President
- CHRM copying the Director HRM if he or she has no comments and further
clarifications.
5.10.2.7 If the Director HRD has any comments or needs further inputs shall request the career
and succession planning management manager for clarification and to make the
neccssary adjustments, and submit the final report to the V/President -CHRM copying
the Director HRM.

5.11 Personal Development Plan Realization or Re-inforcementProcess

5.11.1 The Career and Succession Planning Management team shall devlop and propose to
the Talent Management Committee the guidline aimed at the reinforcement and
mechanisms that support the realization of the PDP’s of individual potential
successors.
5.11.2 The detail activities and tasks of the Career and Succession Planning Management
team shall be determined and guided by the detail action plan drawn in line with
the guideline developed for the PDP realization.
5.12 Succession Planning Management Program Monitoring
&Evaluation
5.12.1 Every quarter, not more than fifteen working days after the end of the quarter, the
Career and Succession Planning Management manager submits the Succession
Planning Management program monitoring and evaluation report to the Director
HRD.The report shall include an assessment of the following parameters;
 Bank’s bench strength,
 Average time to fill successor roles,
 Dropout rates,

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 Successor retention rates,

 Percentage of employees promoted to targeted roles,
 Performance ratings,
 Successor training,
 Successor engagement scores, and
 Interventions to be implemented where scores are below expectations.
5.12.2 The Director HRD reviews the report and if no clarification or amendment is
required, sends to the Talent Management Committee via the V/P CHRM for
information and comments.
5.12.3 The Talent Management Committee deliberates on the report and forwards to V/P
CHRM for action with recommendation;
5.12.4 Interventions are implemented by the Career and Succession Planning Management
team as per the recommendations.
5.13 Career Management
5.13.1 Establishing the CBE’s Job Familiy
5.13.1.1 The Talent Management Committee is manadated to decide and approve the job
family of the bank based on the proposal and inputs provided by theCareer and
Succession Planning Management team.
5.13.1.2 The job family is the basis for the career management practice of the Bank.The
existing CBE job families are:
i. Banking Operation Job family
ii. Strategy and Resource Managemnet Job family
iii. Technical Job family
iv. Support Services Job Familiy
5.13.1.3 If the need should arise, the career and succession planning management manager
sends a notification to the Director HRD regarding the necessity for amending the
Bank’s job family model. The notification shall be accompanied by a justification
of the specific recommendations:
 Fresh strategic initiatives and/ or other external and internal factors that might
influence employees competenceydevelopemnet as well as human resource
developemnet interventions
 Criticality of the roles and functions of the different roles visa-a-vice the
peculiar competenceies needed

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5.13.1.4 The Director HRD reviews the notification makes any requisite amendments and
forwards to the Director HRM and V/President CHRM for discussion purposes
5.13.1.5 After the discussion, if no clarification/ amendment is required, the VPHR
forwards the document to TMC for approval.
5.13.1.6 The TMC formally deliberates and approves the strategy amendment and sends to
the Director HRD copying the V/President CHRM for action with
recommendations.

5.13.2 Career Paths/Ladders

5.13.2.1 The Career and Succession Planning Management team shall draw the role basis
career paths for all eligible bank roles based on the job family.
5.13.2.2 The Career and Succession Planning Management team in liaise with the HRBP
team shall facilitate and support the individual employee career path plan
development.
5.13.2.3 The Career and Succession Planning Management manager, with in 15working
days after the last date of every quarter updates and communicates the recruitment,
assessment and selection team the updates on changes to the individual employees
career path/plans.
5.13.2.4 Individual employees’career paths or plans shall specify the following;
i. Employees Career preferences with reference to current career stage
ii. Recommendations on potential career path based on the Bank’s career maps
iii. Development goals and timeframes
iv. Specific development targets
v. Development Interventions
vi. Monitoring parameters and timeframes
5.13.2.5 The career and succession planning management team shall work with the Head
Office and District Human Resources Business Partners to ensure that all eligible
employees career paths or plans information are submitted to the career and
succession planning management team within 30 days of initial request for specific
employee career paths.
5.13.2.6 The employee career paths input shall be reviewed and processed by the career
and succession planning management team, mainly working with the RAS,L&D
and EPM Teams.
5.13.2.7 The career and succession planning management talent database is updated with
employee career path information according to specified Oracle career and
succession planning management update guidelines.

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 Formal training recommendations are inputted into the L& D Database.

 Approved employee movements are advised to the Recruitment and Selection
Team through the Director HRM.
5.13.3 Career Managment Program Monitoring and Evaluation
5.13.3.1 Annually, not more than 10 working days after the end of 4th quarter, the career
and succession planning management manager submits the career management
Program Monitoring & Evaluation Report to the Director HRD. The report shall
include an assessment of the following parameters;
i. Percentage of eligible employee with clearly defined career paths
ii. Percentage of employees enrolled in training and developmental activities
based on their career preferneces
iii. Percentage of employees moved to targeted roles
5.13.3.2 The Director HRD reviews the report and if no clarification or amendment is
required, sends to the TMC copying the V/President CHRM for information and
comments. If clarification or amendment is required, step 5.13.3.1 is repeated.
5.13.3.3 The TMC deliberates on the report and approves with recommendation and
forwards to the Director HRD
5.13.3.4 Interventions are implemented by the career and succession planning managment
team as per the recommendations.

5.14 Management Trainees Program

5.14.1 Management Trainees Program Need Identification
5.14.1.1 The Career and Succession Planning Management Team shall project, the short
term (one year) medium term (3 year) and long term (5 year) planning period the
number of management trainees required using the following information;
i. Data from the existing CBE strategic plan document specifying the banks growth
objectives especially as regards new branch openings, expanded business in the
various Process areas that shall necessitate additional headcount requirements and
/ or new job roles
ii. The need identification document shall specify, based on the data above, the
number of Management Trainees required in each plan period as well as the roles
the trainees shall assume upon during and upon completion of their training
period.

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iii. To generate accurate data, the Career and Succession Planning Management
Team shall consult with various Process Owners as appropriate
5.14.1.2 The Career and Succession Planning Management Manager submits the need
identification document to the Director HRD for review
5.14.1.3 The Director HRD reviews the need identification document, makes any requisite
amendments/ requests for clarification and forwards to the V/P CHRM for
discussion purposes
5.14.1.4 After the discussion, if no clarifications/ amendments are required, the V/P CHRM
forwards the need to the President for approval.\
5.14.1.5 The President formally approves the need and sends to the V/P CHRM the approved
document. If further clarification or amendment is required, the president sends
his/her comments to V/President CHRM.

5.14.1.6 The V/President CHRM addresses the comments. If additional information is

required, the request is send to the Director HRD.
5.14.1.7 The Director HRD addresses the comments in collaboration with the Career and
Succession Planning Management Manager and returns the amended document to
the President via the V/President CHRM. Steps 5.14.1.3 to 5.14.1.5are repeated until
final approval.

5.15 Management Trainee Recruitment Criteria

5.15.1 The Career and Succession Planning Management team shall determine the
minimum eligibility criteria for the selection of employees into the Management
Trainee program based on;
i. The minimum eligibility criteria for recruitment as a fresh entry level graduate into
the CBE as specified by the Management of the bank
ii. Additional minimum eligibility criteria which differentiates a Management
Trainee from a regular, fresh out of college new hire
iii.The minimum competency requirements for the Management Trainee entry level
roles in the various designated Management Trainee career paths.
5.15.2 The Career and Succession Planning Managemnet Manager submits the minimum
eligibility criteria to the Director HRD.
5.15.3 The Director HRD reviews the eligibility criteria, if no clarifications/ amendments
are required, send to V/P CHRM for discussion

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5.15.4 After the discussion, if no clarifications/ amendments are required, the V/P CHRM
approves the criteria and sends approved criteria to the Director HRM and Director
HRD for appropriate action by the recruitment, assessment and Career an succession
planning managemngt teams as applicable.
5.15.5 If the V/P CHRM requires amendments/clarification this is sent to the career and
succession planning management team via the Director HRD and Steps 5.15.1, &
5.15. 3 are repeated until final approval.

5.16 Management Trainee Program Training Curriculum Design

5.16.1 The career and succession planning management team designs a strategy and needs
aligned curriculum for the banking fundamental training school taking into
consideration the following;
i. The established banking fundamental training school program framework;
ii. Established career paths for Management Trainees in the program, especially
entry level roles;
iii. The entry level job role competency and proficiency requirements.
5.16.2 The career and succession planning management manager requests input from the
learning and dvelopment team in respect of curriculum design for courses that are
already offered by the bank one quarter ahead of management trainees recruitment.
5.16.3 The career and succession planning management manager submits the draft
curricula to the Director HRD for approval.
5.16.4 The Director HRD reviews the curriculum and if there are no comments or
amendments, submits the curricula to the V/President CHRM for approval.
5.16.5 The V/President CHRM approves the curricula and sends it to the career and
succession planning management manager via the Director HRD.
5.16.6 If the V/President CHRM requires amendments / clarification this is sent to the
career and succession planning management team via the Director HRD and Steps
5.16.2 to 5.16.4are repeated until final approval
5.16.7 The career and succession planning management manager sends the approved
curricula to the learning and development manager for implementation as
appropriate.

5.17 DevelopingManagement Trainee Program Trainer Selection

Criteria

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5.17.1 The career and succession planning management team develops banking
fundamentals school trainer selection eligibility criteria giving consideration to the
following;
i. The Bank’s business strategy
ii. The Bank’s current internal trainer eligibility criteria
iii. The training program content and design
iv. The training curriculum and content design
5.17.2 The Career and Succession Planning Management Manager submits a recommendation
to the director human resources development clearly stating the justification for the
proposed selection criteria.
5.17.3 The Director HRD reviews the recommendation and if no clarification /amendment is
required, discusses it with the V/President CHRM. Otherwise, steps 5.17.1 and 5.17.2
are repeated.
5.17.4 The V/President CHRM approves the amendments if no further clarification
/amendment is required. Otherwise, steps 5.17.1 - 5.17.3 are repeated.
5.17.5 Once the amendments are approved, the career and succession planning
management manager communicates the new trainer selection criteria to the learning
and development manager for further action as per the appropriate learning and
development procedures.

5.18 Amending Management Trainee Program Training Trainer

Selection Criteria
5.18.1 Trainer selection eligibility criteria shall be amended where;
i. A change in the Banks strategy impacts the management trainee program
requirements and design;
ii. A change in the management trainee training program results in a change in
program content and design.

5.18.2 Where the above changes impact the trainer eligibility /selection criteria, the carer
and succession planning management team develops the new criteria as appropriate
and submits a recommendation to the Director HRD clearly stating the justification
for the proposed change(s).
5.18.3 The Director HRD reviews the recommendation and if no clarification /amendment
is required, discusses it with the V/President CHRM. Otherwise, steps 5.18.1 &
5.18.2 are repeated.

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5.18.4 The V/President CHRM approves the amendments if no further clarification/

amendment isrequired. Otherwise, steps 5.18.1- 5.18.3 are repeated.
5.18.5 Once the amendments are approved, the career and succession planning
management manager communicates the new trainer selection criteria to the learning
and development manager for further action as per the appropriate learning and
development procedures.

5.19 Procedure for Setting Management Trainee Training

Examinations
5.19.1 The career and succession planning management manager shall communicate the
banking fundamental school training examination guidelines to the Learning and
Development Manager;
5.19.2 The guidelines must be;
i. CATS Operations, Credit Management, Trade Services, Risk and
Compliance, IFB and/or other segments as the case shall be;
ii. Attendance on program (Stated as a minimum of X Days);
iii. Practical assessments;
iv. The appropriate weighting for each component, for example, 25%, 15%);
v. Type of examination questions for each component (Open Ended, Yes/No,
Multiple Choice);
vi. Overall pass score for each component of the examination;
5.19.3 The L&D Manager shall communicate the guideline to all selected Internal
Trainers.
5.19.4 A trainee who fails / doesn’t satisfy the requirements of the banking fundamentals
training school examinations (that is performs below overall pass score in at least
one component of the exam and/ or overall pass score for all components of the
exam) shall be given the opportunity to retake the exam within 30 days after the
first exam
5.19.5 A trainee who fails the retake exam shall be dropped from the Management Trainee
Program.
5.19.6 The learning and development team after collecting all the exam scores and status
of each trainee shall summarize the exam scores and forward to the career and
succession planning manager.

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5.20 Implementing Management Trainees Job Placements

5.20.1 The career and succession planning management manager communicate about the
approved management trainee developmental career path to recruitment,
assessment and selection manager coping the Director HRM and Director HRD
along with the following information
i. Approved management trainee developmental career paths
ii. List of approved Management Trainees
iii. Career paths for specific trainees
5.20.1 The recruitment, assessment and selction team assigns approved management
trainees to a specific entry role.The entry role for all management trainee placements
shall be Branch CSO role.

5.21 Collecting on the Job Training Evaluations

5.21.1 The career and succession planning management manager shall update/develop the
template for the on the job training evaluation and get approval of the director human
resources development for any amendments.
5.21.2 The career and succession planning management team shall distribute to the
branches where management trainees are assigned for on the job training quarterly
evaluation format/template through the human resources business partners at the
head office and districts.
5.21.3 The human resource business partners at the district offices shall collect the quarterly
evaluation from the branches and forward to the career and succession planning
manager within 10 working days after the last day of the quarter. The human
resource business partenrs at the district offices are responsible to update/forward
the carer and succession planning management team the weekly attendance status of
each trainee at the branch under their domain.
5.21.4 The career and succession planning team shall update each trainee’s data base.
5.21.5 The career and succession planning management team summarizing the exam scores
and periodic on the job evaluations shall forward to the human resources
management sub process to use it for further input during the process of permanent
assignment/placement of the trainees at the commencement of the program.

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5.22 Mentoring Program

5.22.1Mentoring Relationships;

 Takes place outside of a line manager-employee relationship, at the mutual consent

of a mentor and the person being mentored
 Is career-focused, focusing on professional development that shall be outside a
mentee area of work
 Is personal - a mentor provides both professional and personal support
 Is created through a match initiated by the bank
 Shall cross job boundaries
 Shall last for the period of six to twelve months

5.22.2 Mentor and MenteeSelection Criteria

5.22.2.1 Mentors shall be screened for eligibility based on the mentor eligibility criteria to
be decided by the talent management committee.
5.22.2.2 A mentor selection committee shall be established by the talent management
committee to screen potential mentors in terms of their suitability or otherwise.
The committee shall:
 Screen applications and identify possible mentors (including “spares”)
 Present mentor list for approval by TMC
5.22.2.3 All mentees shall be employees of the bank.
5.22.3 Mentor Orientation and Training
5.22.3.1 The Career and succession planning managment team designes the mentoring
program awareness training and professional trainers shall conduct these sessions,
which shall be held prior to the process of mentor –mentee matching.
5.22.3.2 The program orientationshall clearly outline the programs and include the
following information:
i. Program overview.
ii. Program description – the mentoring relationship and process
iii. Description of mentor and protégé eligibility and time commitment
iv. The Pairing process
v. Ending the mentoring relationship

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vi. Program benefits and rewards.

5.22.3.3 The program training, which shall take place in one or multiple sessions shall
include, but not be limited to:
i. A summary of program policies.
ii. Description of roles, responsibilities, and expectations.
iii. Setting the direction of the mentoring relationship
iv. Reviewing progress
v. Building a healthy mentoring relationship.
vi. Age appropriate activities for mentee skill development.
vii. Crisis management and problem solving resources.
viii. Information on resources and support services.
ix. Establishing appropriate boundaries.
x. Guidelines regarding confidentiality, risk, and liability management.
xi. Match closure procedures
5.22.3.4 Ongoing training sessions shall be provided as necessary.

5.22.4 Matching – The Mentor-Mentee Pairing Process

5.22.4.1 The career and succession planning management team develops and propose the
mentorship program matching strategy to the talent management committee.
5.22.4.2 The CBE mentoring program must have a well-documented matching strategy.
This strategy shall:
i. Be consistent with the program’s statement of purpose.
ii. Have criteria for matching mentors and mentees appropriately giving due
consideration to, gender, age, race/ethnicity, religion, availability/proximity,
life experiences / interestsand temperament.
iii. Establish compatibility, that is, ensuring whether specific mentor’s and
mentees can work together
iv. Ensure purpose of the mentoring relationship is jointly agreed and agreements
are reached as to the precise nature of the relationship
v. Ensure boundaries are clearly understood and defined
vi. Specify an agreement which defines a way of working together - a contract
which documents the (Regularity of interaction and type of accountability to
be established; communication mechanisms that need to be set up;Level of
confidentiality in the relationship; tenure / cycle of the relationship;the

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frequency of meetings, duration, location, reminders and other forms of

contact)
vii. Include signed statements of understanding that all involved parties (e.g.
mentor& mentee) agree to the conditions of the match and thementoring
relationship.
viii. Match one trained mentor to one mentee for individual mentoring
5.22.4.3 The processof supporting and monitoring mentor –mentee matches shall include:
i. Consistent communication between line managers, DHRD,CSPM and mentees
ii. Instituting mechanisms for mentee feedback, for example, – perception surveys,
daily logs, bi-monthly checkpoints, mentor feedback- perception surveys,
supervisor appraisals, interviews
iii. Maintenance of a confidential file containing documentation of the application,
screening, staff follow up and input on match, and mentor input on match.
iv. Management of grievances, boundaries, premature match closure, re-matching,
v. Interpersonalproblem solving.
5.22.5 Mentor Support, Recognition and Retention
5.22.5.1 The mentoring program shall support employee recognition, engagement and
retention by engaging in the activities such as:

i. A kick-off event at the commencement of each mentoring cycle

ii. Ongoing recognition, appreciation activities, and celebration.
iii. Ongoing training and development.
iv. Relevant and timely information dissemination.
v. Social gatherings for mentors and mentees

5.22.6 Terminating the Mentoring Relationships

5.22.6.1 The process for effective pre-program end match closure, shall document:
i. Exit interviews, including efforts and outcomes, between:
 Mentee and mentor.
 Mentor and HRD
 Mentee and HRD.
ii. Assistance in defining process for achieving personal goals for mentees.
iii. A process for re-engaging the mentor in other areas of the program.
5.22.6.2 Within 15 days after the termination of the mentorship relation ship, the career and
succession planning management expert collects, compiles and analyses the inputs
collected as stated under item 5.22.5.1 above and submits the analysis report to the

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Career and succession planning management manager for review and inputs.
5.22.6.3 The Career and succession planning management manager after reviewing the
report forwards to the talent management comittee’sdeliveration via the Director
HRD.
5.22.7 Mentorship ProgramMonitoring and Evaluation
5.22.7.1 The program shall be evaluated on the basis of both process and outcome
evaluation.
5.22.7.2 The process evaluation determines the overall effectiveness of the program
including tracking program activities such asmentor and mentee recruitment,
screening,orientation, placement, matching system, training, support and mentor
retention as well as other measurable program outcomes.
5.22.7.3 Evaluation findings are reported to key stakeholders within the program. Based on
evaluation findings, refinements to the program design and operation shall be
implemented.
5.22.7.4 With in 30 days after the closure of the mentorship program the career and
succession planning management manager submits the mentorship Program
Monitoring & Evaluation Report to the Director HRD.
5.22.7.5 The DHRD reviews the report and if no clarification or amendment is required,
sends to the TMC copying the V/President CHRM for information and comments.
If clarification or amendment is required, step 5.22.7.3is repeated.
5.22.7.6 The TMC deliberates on the report and approves with recommendation and
forwards to the DirctorHRD
5.22.7.7 Interventions are implemented by the career and succession planning managment
team as per the recommendations.

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CHAPTER SIX:EMPLOYEE RELATIONS and COMMUNICATION

6.1. Employee Induction and Orientation

6.1.1 Recruitment & Selection Team shall inform the Employee Relation and
Communication and Learning and Development teams of an upcoming recruitment
a quarter ahead of actual recruitment;
i. If the recruits are for Districts, District HR Business Managers shall facilitate a one-
day induction training; followed by technical training. In this scenario, Employee
Relation and Communication shall be responsible to assign Induction Trainers
while Learning and Development shall be responsible to assign Technical Trainers.
ii. If the recruits are for head office organs:
a. For experienced professional role position new hires, the Employee Relation and
Communication team facilitates a one day induction; followed by immediate
assignment to respective roles;
b. For new hires of Junior Officer Position, the Employee Relations and
Communication shall be responsible for the Induction program while Learning
and Development shall be responsible for the technical training.
6.1.2 The induction shall be conducted using the standardized presentation slides prepared
by the Employee Relations and Communication for this purpose.

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6.1.3 ERC Shall be responsible to facilitate the revision of induction slides whenever
appropriate and ensure that materials are availed whenever requested/needed;
6.1.4 The technical training for new-hires shall be conducted using a curriculum prepared
by Customer Accounts and Transaction Services. The Learning and Development
team facilitates the revision of curriculum used for the technical training of new hires
whenever appropriate and to ensure that materials are availed whenever
requested/needed;
6.1.5 To make orientation contents accessible, an updated version of the standardized
induction presentation slides and the Employee Handbook shall be availed on any
digital means of the Bank;
6.1.6 At the start date of the new hire, the respective supervisor assigns a staff member
who shall be responsible to introduce the new hire to the team and help him/her feel
at home;
6.1.7 The assigned staff member should also provide software information, procedure, on-
the-job training to the new hire;
6.1.8 The supervisor discusses the work, training plan, and performance appraisal system.
The supervisor should also set objectives, answer questions, and manage the new-
hire’s expectations;
6.1.9 The supervisor and assigned staff member proactively obtain feedback from the new
employee about the induction program and technical training and inform the
Employee Relations and Communication and the HR Business Partner about the
results.
6.1.10 A new-hire on probation, who is not satisfied with the support of his/her supervisor
and assigned staff member shall speak with his/her respective HR Business Partner
who shall resolve the issues;
6.1.11 The supervisor should have weekly sessions with the new recruit to assist with the
integration process, discuss concerns, and monitor progress and performance;
6.1.12 Every two weeks, the supervisor shall conduct performance appraisal by using the
Manager-Self-service of the Oracle System.
6.1.13 When the performance of the recruit is conclusively found satisfactory or
unsatisfactory, the concerned HR Business Manager /HR Business Partner Manager
shall receive notification of same to initiate permanent employment offer; or
termination of employment;

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6.1.14 When a new Head Office recruit is given employment offer, Employee Relations
and Communication shall be notified including their names, Job Titles and ID
number. At this point, Employee Relations and Communication shall issue user
identification (User ID) for an outlook email account of the recruit. Once
infrastructure management attached the appropriate mailbox to these accounts,
Employee Relations and Communication shall send the standardized induction
presentation slides and the Employee Handbook to the new employee through this
email account;
6.1.15 For employees in all Districts, the management of email user identification and
mailbox sizes shall be handled by their respective District IT Support; while
ensuring same shall be the responsibility of the concerned HR Business Manager;
6.1.16 The cconcerned HR Business Partners and Managers shall inform new employees
the opening of his/her email account and the default password;
6.1.17 Once these email accounts are created, Employee Relations and Communication
shall support Head Office employees in re-setting the passwords, changing the size
of their mailbox, editing the name and profile of the employee when required, and
disabling the user identification card when an employee’s employment is terminated
for any reason. For all Districts, this function shall be the responsibility of the
respective District as described in 6.1.16 above;
6.1.18 Request for the creation, or resetting of Outlook accounts shall be resolved, by the
latest, in the next working day.
6.1.19 On an ongoing basis, the Employee Relations and Communication team reviews and
adjusts the induction program based on experience and feedback.
6.2 Employee Communication
6.2.1 The Employee Relations and Communication Manager shall assign individual
Employee Relation and Communication Officers to take up the responsibility of
following up communication issues with specific processes bank-wide. Assigned
Officers shall be working with respective HR Business Partners to interact with
processes and shall be responsible for:
i. Identifying activities/ information within these areas that can and should be
communicated to employees
ii. Identifying periodic / continuous events
iii. Proactively obtaining information on non-periodic events

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6.2.2 A month before the end of each quarter, each Employee Relation and Communication
Officer prepares his/her respective Communication Plan for the quarter and submit same
to Employee Relations and Communications Manager for review.
6.2.3 Specific communication channels shall be selected as per the following parameters;

i. The nature of the activity, event or information, that is, to provide information/to
actively dispel rumours /employee concerns / supporting employee engagement
ii. Communication reach, that is, the geographic location of the target group/s
iii. Information Communication Technology structure availability, that is, the
availability and effectiveness of internet / intranet facilities in specific employee
locations
iv. Speed of communication, that is, the turnaround time required from the date the
event / information is communicated to employee and the time the employees
actually receive the information
v. Sensitivity and/or exclusivity of information, that is, whether all employee should
receive the information or only selected employee groups

6.2.4 The Employee Relations and Communication Manager shall review and approve the
communication plan of each Employee Relations and Communication Officer;
6.2.5 Employee Relations and Communication Manager shall prepare a quarterly digital
newsletter and email same to all employees after obtaining content approval from
Director-Human Resources Management.

6.3 Portal Usage

6.3.1 The portal is used for creating shared access to announcements, literatures, opinions,
suggestions and communication messages from the Employee Relation and
Communication, staff, internal processes/sub-processes and Management;
6.3.2 Any content that shall be posted on the portal must be approved by Employee
Relations and Communication Manager prior to posting. However, announcements
that come via official channels (email or hard copy), containing official stamp of the
issuer, shall be posted by members of the Employee Relations and Communication
without necessarily obtaining the approval of the Employee Relations and
Communication Manager.
6.3.3 The digital newsletter of the Employee Relations and Communication shall be
posted on the portal (for those who cannot access their email for any reason). This
posting shall be made after the newsletter is approved by Director HRM.

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6.3.4 Employee Relations and Communication Manager is responsible for ensuring that
staff contributions are clear from divisive, politically incorrect (insensitive to
gender, religion, ethnicity, disability or any other similar issues) or culturally
unacceptable content.
6.3.5 The preparation, editing, approval and posting of content shall consider simplicity,
conciseness, and visual and literary attractiveness.
6.3.6 The general tone of contents should facilitate two-way communication between
employees and management
6.3.7 Contents should also be free from political or religious rhetoric.

6.4 Long Service Award

6.4.1 At the beginning of the third quarter of each financial year (i.e January), the Employee
Relation and Communication generates a report that lists employees who have served
the Bank for the minimum specified period;
6.4.2 On the basis of the list, Employee Relation and Communication Manager includes
budget required to purchase gold lapel pins in its own annual budget proposal and
sends for Director HRM for inclusion in HRM’s budget.
6.4.3 Immediately after the approval of the annual budget, Employee Relation and
Communication Manager requests initiation of the Procurement Process through
Director HRM,;
6.4.4 Manager Cash Custody and Issue, and Head-Local Custody collect the lapel pins
from the supplier in the presence Employee Relation and Communication Manager,
two Employee Relation and Communication Officers, and one controller. Employee
Relation and Communication shall take a copy of handing-over and taking-over
documents used in this process;
6.4.5 Employee Relation and Communication Manager verifies that the serial number on
the lapel pins and on the accompanying authenticity certificates tally; and takes
custody of the certificates;
6.4.6 Before the end of the fiscal year, Employee Relation and Communication Managers
shall inform District Managers or their representatives to collect pins that would be

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awarded for employees in their respective districts. Handing over shall be made by
Manager-Cash Custody and Issue and Head-Local Custody. However, Employee
Relation and Communication shall have a copy of the handing-over and taking-over
document and shall witness the event;
6.4.7 Employee Relation and Communication Manager ensures that the serial numbers on
the pins given to District Managers tally with the authenticity certificate; and hands
over the corresponding certificates to District Managers or representatives;
6.4.8 In the final months of the fiscal year, the Employee Relation and Communication
team shall arrange a ceremony to award the pins for recipients that are working in
Head Office. For awardees in Districts, the District is responsible to arrange an
award ceremony;
6.4.9 A week before the ceremony, the Employee Relation and Communication verifies
the list of eligible employees and sends a formal invitation to awardees in Head
Office through Director HRM. Employees can either accept the invitation, or
delegate another employee to collect their pin on their behalf. The delegation should
be made in writing and should come through the respective HR Business Partner of
the awardee;
6.4.10 A day before the event, a notification shall be sent to the awardees/the delegate
through Oracle, informing them of the date and venue of the event;
6.4.11 The Manager Cash Custody and Issue, and Head-Local Custody avail the gold pins
at the ceremony venue;
6.4.12 Before the award, Employee Relations and Communication Manager with the
Employee Relations and Communication Officer verify that the serial numbers on
the pins availed at the venue tally with the authenticity certificates brought by
Employee Relations and Communication;
6.4.13 The President of the Bank or his/her delegate awards the pins to the employees;
6.4.14 Awardees shall sign for receiving the pin and the certificate of authenticity. If the
employee is delegated by the recipient, he/she must provide original identification
card and a copy of same to prove identity and signs on behalf of the recipient.
Identification of delegates shall take place before the start of the actual ceremony
by the Employee Relations and Communication Officer.
6.4.15 The handing and taking over documents shall be uploaded to the Core HR system
to avail evidence of receipt in the personal record of the eligible employee by the

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Employee Relation and Communication Officer. At the same time, hard copies of
the document shall be sent to Human Resources Transaction Manager.
6.4.16 Any pin un-awarded due to absence shall be collected by the Manager Cash
Custody and Issue, and Head-Local Custody. Employee Relations and
Communication Manager keeps the respective authenticity certificates;
6.4.17 Any claims of having received a compromised pin; i.e. questions on the
genuineness, size (gram), or quality…shall be lodged to Manager, Employee
Relations and Communication within 48 hours of receipt. Claims after 48 hours of
receipt shall not be entertained.

6.5 Grievance Handling

6.5.1 The following committees shall be established to manage employee grievance:

i. Employees Grievance Committee: This committee handles grievances of non-
managerial employees per the Collective Agreement. This committee is established
at Head Office and District levels.
ii. Managerial Grievance Committee: This committee handles grievances of Managerial
employees per the Managerial Grievance Handling Procedure approved by the
President. This committee is established at Head Office level only.
6.5.2 For the Employees Grievance Committee, Employee Relation and Communication
shall nominate and send secretary to attend the meeting, prepare minutes
accordingly, draft letters that communicate approved decisions to the aggrieved, and
prepare quarterly report on the activity of the committees. The quarterly report
includes activities of all Grievance Committees bank-wide;
6.5.3 The Secretary of the Managerial Grievance Committee shall be assigned by Vice
President Corporate Human Resources Management to conduct duties detailed
under 6.5.2 above.
6.5.4 Grievances shall be initiated through the Employee Self Service (Oracle) using
Grievance Handling Function;
6.5.5 Grievances referred to the Employee Grievance/Managerial Grievance Hearing
Committees shall be forwarded from Director-HRM to Employee Relation and

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Communication Manager through Oracle along with specific directions as to the

actions that need to be taken. From this step onwards up to the issuance of decision
letters (submitting grievance documents to the committee’s Secretary, sending
grievances to the committees, preparing minutes, approval of minutes and issuance
of decision to the aggrieved), the process is conducted offline;
6.5.6 When taking grievance applications of employees directed to a particular grievance
committee, the Employee Relations and Communication Officer shall sign on a
standard register specifying the individual case and confirming receipt of same;
6.5.7 Particulars of an assigned secretary’s and committee’s duty and the procedure for
the committee as a whole, is detailed on the respective guidelines prepared to this
end.
6.5.8 Reports on the activities of grievance committees listed above shall be issued
quarterly and be sent for Director-HRM and Director-Branch Operations as input
for further action.
6.5.9 Employee Relations and Communication Manager communicates decisions of the
Employee Grievance Hearing Committee and Managerial Grievance Hearing
Committee to the aggrieved after decision is approved by Vice President Corporate
Human Resources Management.
6.5.10 When communicating decisions to the aggrieved, Employee Relations and
Communication Officer shall upload the document on Core HR system to update
the personal record of the aggrieved.
6.5.11 Director-HRM can choose to make decisions on grievances that are not within the
jurisdiction (realm) of the Employees Grievance Hearing Committee/Managerial
Grievance Hearing Committee.
6.5.12 When Director-HRM requests legal advice from the HR Attorney, the Attorney shall
do so in writing; and shall sign on the document;
6.5.13 Decision made on grievances sent to the attention of the Head office or District
grievance Hearing Committees shall be communicated to the aggrieved within ten
working days.

6.6 Filling-in Exit Questionnaire

6.6.1 Any employee who wants to terminate his/her employment with the Bank voluntarily
shall initiate exit through the Oracle Self Service.
6.6.2 The intention for exit shall be forwarded to the HR Business Manager, HR Business

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Partnering Manager, Director-HRD/Director-HRM, or Vice President Corporate

Human Resources Management depending on the job grade of the employee who
initiated the exit (the recipient’s job grade should be equal to or greater than that of
the exiting employee);
6.6.3 Upon receipt of the notification, the HR Business Manager, HR Business Partnering
Manager, Director-HRD/Director-HRM, or Vice President Corporate Human
Resources Management as the case shall be, enrols (invites) the employee to fill-in the
exit questionnaire.
6.6.4 The objective of the questionnaire is to obtain feedback on the work-related experience
of the exiting employee so that positive changes can be made. As such, filling-in the
exit questionnaire must be voluntary (optional).
6.6.5 If the separation is caused by retirement HR Transactions Manager shall initiate exit
enrol the retiring employee to fill-in exit questionnaire;

6.6.6 The Oracle system shall generate a report from exit forms in a predetermined format
whenever required;
6.6.7 The Employee Relations and Communication Manager generate this report quarterly
and sends same to Director HRM for action.

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CHAPTER SEVEN:HUMAN RESOURCEINFORMATION SYSTEM

7.1Employee Data on Core HR System

7.1.1 Employee’s data should be entered and maintained by HR Recruitment and Selection
team and District Human Resource Business Offices as per the Core HR guideline.
7.1.2 When new organizations /Branches/ opened the Recruitment and Selection team create
on the system Location Detail, Organization, and Organization Cost centre with
consultation Finance Team.
7.1.3 Learning and Development team authenticates and approves whenever existing
employees send an attachment of additional educational credentials through Self-
Service.
7.1.4 Employees and their immediate supervisors can enter the allowed personal records
directly into system with or without approval through Self-service as per the Core HR
guideline.
7.1.5 Managers should use Manager Self-service to take actions such as disciplinary action,
delegation, appreciation, and employee rotations as per the self service guideline.
7.1.6 When new employees are recruited, Recruitment and Selection Team and District
Human Resource Business Offices should forward the hard file of filled pension and
personal history form to Human Resource Transaction Management keeping soft

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copies of documents in the system.

7.1.7 The Human Resources Transaction team receives the new employee’s filled pension
and personal history from Recruitment and Selection and District Human Resource
Business Partner Offices and the Human Resource Transaction Officer transfers this
document to social security agency with covering letter.
7.1.8 Monthly changes on position, salary and benefits and employee status should be
checked by the Senior Controllers or Associate Human Resource Officer.
7.1.9 The Associate Human Resource Officer/Human Resource Transaction Officer should
produce monthly, quarterly, Semi-Annual and Annual Human Resource reports
containing the ID number, employee name and assignment information of existing
employees and left employees, newly joined, and forward to Senior Controller for
checking.
7.1.10 After checking, the Senior Controller forwards to Manager– Human Resources
Transaction Management for review.
7.1.11 Manager- Human Resource Transaction Management reviews the produced HR
report and forward to the concerned organ.

7.2 Issuing and Tracking Employees’ Personal Files

7.2.1 Appropriate external government entities can request copy of documents by
submitting an application letter to the Human Resource Transaction Manager or
Human Resource Business Manager at District.
7.2.2 The Manager Human Resource Transaction Management/District Human Resource
Business Managerreviews, approves andpasses the request to Associate Human
Resource Officer/Human Resource Transaction Officer/District Human Resource
Business Officer.
7.2.3 After receiving the request the Associate Human Resource Officer/Human Resource
Transaction Officer/District Human Resource Business Officer print the respective
document from core HR system and deliver to the requesting organ.
7.3 Segregation of Inactive employees’Personal Files (Hard Copy)

7.3.1 When employees are separated or terminated the Associate Human Resource
Officer/Human Resource Transaction Officer are responsible togive In-active
ID,capture on the existing micro soft excel sheet formatand adds the prefix ‘I’ to the
employee file then forward to file custodian;
7.3.2 The File Custodianis responsible to remove the inactive employee’s personal file

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from the active employees’ filing cabinet and stores the file numerically by Inactive
ID number.
7.3.3 Employee files are retained in accordance with Ethiopian Law after an employee's
separation from the Bank and shall be destroyed in accordance with those laws.

7.4 Identification Card Production and Delivery

7.4.1 When new employee is recruited, the recruiting organ provides temporary ID cardfor
the new employee which is used until the completion of probation period and in the
mean time employee fillsthe identificaiton card application format.
7.4.2 The Human Resource Business Officer and Recruitment and Selection Officers scan
and attach the identificaiton card application form to Core HR System.
7.4.3 After the completion of probabation period the Associate Human Resource
Officer/Human Resource Transaction Officer check and sends compiled ID
application formats to E-Payment Card Production unit.
7.4.4 The Associate Human Resource Officer/Human Resource Transaction Officer
follows-up and receives the produced employee ID cards and then passes the ID Card
to theLine Manager or to his/her representative.
7.4.5 Then the Line Manager deliver the ID card to the employee after filing the receiving
format and return the receiving format to the Associate Human Resource
Officer/Human Resource Transaction Officer. The Associate Human Resource
Officer/Human Resource Transaction Officer sends signed receiving format to the
file custodian.
7.4.6 When the ID card is lost, the employee scans and attachescertification from
police/concerned body, ID application format and one recent photographusing
employee self service document of records functionality.
7.4.7 When the ID card is damaged or expired, the employee can request new ID by
returning the previous one.The ID card shall be renewed every five years.
7.5 Identification Card Ribbon

7.5.1 Every employee can get ribbon every one year;

7.5.2 When the ribbon is lost or damaged an employee can get new ribbon from Human
Resource Transaction Management or District Human Resource Business team.
7.6 Work Experience Certificate Providing
7.6.1 Employees can access their work experience certificate using Employee Self Service.
7.6.2 The work experience certificate shall be available in a printable format from

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EmployeeSelf Service with the signature and seal of the appropriate authority
(Manager– Human Resource Transaction Management).
7.7 Cost Sharing Letter providing
7.7.1 When an employee request cost sharing certificate he/she sends an application letter,
cost sharing paper given by the University or College to the Manager-
HumanResource Transaction Management who passes to the Associate Human
Resource Officer/Human Resource Transaction Officer.
7.7.2 The Associate Human Resource Officer/Human Resource Transaction Officer shall
extract the total payment of cost sharing report from the system and writes a letter to
the Ethiopian Revenue and Customs Authority which is signed by Human Reource
Transaction Officer and deliver to the emplyee with the extracted total cost sharing
detail.
7.8 Guarantee Letter providing

7.8.1 When Head Office employee request guarrentee letter, Associate Human Resource
Officer shall process the request and prepare a gurantee letter.
7.8.2 The Human Resource Transaction Officer/Manager- Human Resource Transaction
Management signs the guarantee letter.
7.8.3 The copy of the guarantee letter should be forwarded to the Associate Human
Resource Officer to capture it on Core HR System.
7.8.4 When District and Branch employees request guarrentee letter, Associate Human
Resource Officer shall process and signed by the respective Human Resource Business
Officer/ Human Resource Business Manager.
7.8.5 The Human Resource Business Manager/Officer forward the Incoming and Outgoing
guarantee letter to Associate Human Resource Officer to capture on Core HR System.
7.8.6 When new employees recruitedin Head Office and in District the Recruitment and
Selection Officer and Human Resource Business Officer capture the incoming
guarantee letter on Core HR system respectivly.
7.8.7 When an employee’s guarantor requests to be relieved of guarantee responsibility, the
Associate Human Resource Officer/Human Resource Business Officer shall request the
employee for guarantee replacment.
7.9 Pension Scheme Arrangements for newly Recruited Employees

7.9.1 On the new hire’s start date, the Recruitment and Selection or District Human Resource
Business Offices completesthe Social Security Pension Form no. 1, who takes a copy and
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forwards the form to the Human Resource Transaction Management. The Manager
Human Resource Transaction directs to Associate Human Resource Officer/Human
Resource Transaction Officer, who check the details against the employee’s personal
records and work experience in other organizations (if any).
7.9.2 The Associate Human Resource Officer (processer) passes it to the Human Resource
Transaction Officer (Assessor) to check.
7.9.3 The Human Resource Transaction Officer (Assessor) checks the Social Security Pension
Form no. 1 and sends the document to social security agency with covering letter.
7.9.4 On receiving the pension identification card from the Social Security Agency, the
Associate Human Resource Officer/Human Resource Transaction Officer do the
following:
 Update the identification card number on the Core HR system and
 Forward the pension identification card with covering letter to the relevent
Human Resource Business Partner for delivery to the respective employee.
7.10 Employee Separation

7.10.1 Voluntary Separation

7.10.1.1 Employees shall initiate voluntary termination using Employee Self-service.

7.10.1.2 Upon receiving notification of resignation, the line manager contacts his/her
leaving subordinate on system to return company properties that he/she was using.
7.10.1.3 The Human Resource Business Manager/Partner enrols the terminating employee
to fill Exit Interview form on the system. If the leaving employee’s Job Grade is 15
and above, Director- Human Resource Management shall enrol them for exit
interview.
7.10.1.4 After the Exit Interview form is filled by the employee, notification shall reach
Manager- Human Resource Transaction Management.
7.10.1.5 The Human Resources Transaction Management team initiates Exit Clearance
process through system to the concerned process managers.
7.10.1.6 All requested managers should give their response through system about the status
of clearance initiated.
7.10.1.7 The status of the employee shall be changed to ex-employee after completing the
entire termination process.
7.10.1.8 On receipt of clearance notification from the requested process managers, the
Manager- Human Resource Transaction Management forwards the clearance
notification to Human Resource Transaction Officer to effect severance payment
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after deducting any liabilities if any.

7.10.1.9 If an employee wants to reverse a resignation request before he/she is released from
his/her line manager, the Human Resource Business Manager/Partner can reverse
the termination request on Core HR but shall inform relevant organ formally.
7.10.1.10 However, once the employee is released by his/her line manager, cancellation
request shall be entertained by re-employment procedure.
7.10.1.11 The final Resignation and Work Experience letters shall be issued by Manager-
Human Resource Transaction Management.

7.10.2 Age-Related Retirement

7.10.2.1 The respective Human Resource Business Officer/Partner shall notify retirment
for an employee three years before the date of retirment.
7.10.2.2 Three months before the retirement date, the Human Resource Transaction
Management Officer writes an email to the prospective pensioner, with a copy to
the relevant Human Resource Business Manager/Partner, confirming the date of
retirement and requesting the employee to fill the Social Security Pension Form
no. 2 and return to the Human Resource Transaction Management Officer not later
than one week after receipt. When the retiring employees are Executive or senior
management members, the email to prospective pensioner should be copied to
Director- Human Resource Management.
7.10.2.3 On receipt of the completed Social Security Pension Form no. 2 from the
employee, the Associate Human Resource Officer/Human Resource Transaction
Officer checks the form and send the documents to the Manager- Human Resource
Transaction Management for counter-signature. The Manager Human Resource
Transaction Management returns the counter-signed form to the Associate Human
Resource Officer/Human Resource Transaction Officer sends it to Social Security
Agency with covering letter.
7.10.2.4 Line manager releases the employee after handing over his duties and
responsibilities to Human Resource Business Manager/Partner copying Human
Resource Transaction Management.
7.10.2.5 The Human Resource Business Manager/Partner gives clearance form for
completion.
7.10.2.6 The Human Resource Business Manager/Partner conducts the exit interview in
accordance with the appropriate exit interview policy and procedures of Employee
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Relation and Communication.

7.10.2.7 The Associate Human Resource Officer/Human Resource Transaction Officer
sends the following documents to Social Security Agency:
a. Social Security Pension Form 2
b. The Offer for employment letter
c. The employee’s personal records
d. A record of employee’s most recent 36 months salary
e. A photograph taken in the recent past 3 months of the prospect pensioner
7.10.2.8 On receipt of the pension booklet for the employee from the Social Security
Agency, the Associate Human Resource Officer/Human Resource Transaction
Officer requests the prospect pensioner to complete and sign one copies of Social
Security Pension Form no. 82/1and gives the pension booklet to the pensioner.
7.10.2.9 The Human Resource Transaction ManagementOfficer forwards a copy to file
custodian for filing.
7.10.2.10 The relevant Human Resource Business Manager/Partner sends the employee a
Clearance Form for completion, date and location of the exit interview, and date
when completed Clearance Form is to be returned to the relevant Human Resource
Business Manager/Partner.
7.10.2.11 The line manager contacts the leaving employee to return company properties at
hand on the system at the time the manager gets notification of termination from
subordinate.
7.10.2.12 On receipt of notification of releaseand completed documents the Human Resource
Transaction Management effects related payment after deducting any liabilities if
any.
7.10.2.13 Final Work Experience letters shall be issued by Human Resource Transaction
Management.

7.10.3 Early Retirement

7.10.3.1 In the case of early retirement, the prospect pensioner shall submit an application
letter for early retirement to his/her Human Resource Business Manager/Partner
copying to his/her line manager.
7.10.3.2 The Human Resource Business Manager/Partner acknowledges the early retirement
request and pushes notification to the concerned line manager and Human Resource
Transaction Management using Manager Self Service. When the early retiring

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employees are Executive or senior management members, the notification should

also go to Director- Human Resource Management.
7.10.3.3 The relevant Human Resource Business Manager/Partner, confirming the date of
retirement and requesting the employee to fill the Social Security Pension Form no.
2 and return to the Associate Human Resource Officer/Human Resource
Transaction Officer no later than one week after receipt.
7.10.3.4 On receipt of the completed Social Security Pension Form no. 2 from the employee,
the Human Resource Transaction Management Officer checks the form and sends
the documents to the Manager- HumanResource Transaction Management for
counter-signature. The Manager Human Resource Transaction Management returns
the counter-signed form to the Associate Human Resource Officer/Human Resource
Transaction Officer sends it to Social Security Agency with covering letter.
7.10.3.5 Line manager releases the employee after handing over his duties and
responsibilities to Human Resource Business Manager/Partner copying Human
Resource Transaction Management.
7.10.3.6 The Human Resource Business Manager/Partner gives clearance form for
completion.
7.10.3.7 The Human Resource Business Manager/Partner conducts the exit interview in
accordance with the appropriate exit interview policy and procedures of
Employee Relation and Communication.
7.10.3.8 The relevant Human Resource Business Manager/Partner sends the employee a
Clearance Form for completion, date and location of the exit interview, and date
when completed Clearance Form is to be returned to the relevant Human
Resource Business Manager/Partner.
7.10.3.9 The line manager contacts the leaving employee to return company properties at
hand on the system at the time the manager gets notification of termination from
subordinate.
7.10.3.10On receipt of the copy of the release letter and completed documents the Human
Resource Transaction Management effects related payment after deducting any
liabilities if any.
7.10.3.11Final Work Experience letters shall be issued by Human Resource Transaction
Management.
7.10.3.12The Associate Human Resource Officer/Human Resource Transaction Officer
with:

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a. Social Security Pension Form no. 2

b. Application letter for early retirement from the employee
c. The Offer of employment letter
d. The employee’s personal records
e. A record of employee’s most recent 36 months salary
f. A photograph taken in the recent past 3 months of the prospective
pensioner sends to Social Security Agency.
7.10.3.13On receipt of the pension booklet for the employee from the Social Security
Agency, the Associate Human Resource Officer/Human Resource Transaction
Officer requests the prospect pensioner to complete and sign one copies of Social
Security Pension Form 82/1and gives the pension booklet to the pensioner.
7.10.3.14The Associate Human Resource Officer/Human Resource Transaction Officer
forwards a copy to file custodian for filing.
7.11 Medical Retirement

7.11.1 An employee submits medical board certificate from a government Hospital tothe
bank health care centre for conformation.
7.11.2 Director- Health Care Centre sends the document to Manager- Human Resource
Transaction.
7.11.3 The Manager- Human Resource Transaction Management reviews the certificate
and application for retirement, and forwards the certificate to the Human Resource
Transaction Management Officer.
7.11.4 The Human Resource Transaction Officer writes to the prospect pensioner confirming
the date of retirement and requesting the employee to fill the Social Security Pension
Form no. 2 and return to the Associate Human Resource Management Officer/Human
Resource Transaction Management Officer not later than one week after receipt.
7.11.5 Unop recieving the filled Form No.2, the Associate Human Resource Officer sends
it to Manager - Human Resource Transaction for counter - signing.
7.11.6 On receipt of the counter-signed Social Security Pension Form no. 2, the Human
Resource Transaction Officer sends the following documents to the Social Security
Agency:
a. Social Security Pension Form no. 2
b. Medical certificate
c. Employee’s offer of employment letter

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d. The employee’s personal records

e. A record of employee’s most recent 36 months salary
f. A photograph taken in the recent past 3 months of the prospective pensioner
7.11.7 When the Social Security Agency approves medical retirment request, the Human
Resource Transaction Officer notifies the Human Resource Business Manager/Partner
and the line manager for completion of clearance.
7.11.8 On receipt of the completed document, the Human Resource Business
Manager/Partner and the line manager relese the employee after the employee
returns company properties at hand on the system.
7.11.9 On receipt of the pension booklet for the employee from the Social Security
Agency, the Associate Human Resource Officer/Human Resource Transaction
Officerrequests the prospective pensioner to complete and sign one copy of Social
Security Pension Form no. 82/1 and gives the pension booklet to the pensioner. As
alternative the Human Resource Transaction Management can send to the
respective line magement.
7.11.10The Associate Human Resource Officer/Human Resource Transaction Officer
send to file custadian for filing along with the signed copy of the Social Security
Pension Form no. 82/1 on the employee’s personal file.
7.11.11The Associate Human Resource Officer/Human Resource Transaction Officer
makes the employee’s record inactive on core HR system.
7.11.12 On receipt of the copy of the release letter and completed documents the Human
Resource Transaction Management effects related payment after deducting
liabilities if any.
7.12 Pension due to Incapacity

7.12.1 Immediately upon being notified by an employee or their line manager that an
employee has sustained an injury as the result of a work- or non-work related
accident, the Human Resource Business Process sends to Manager Human
Resource Transaction Management indicating the nature and date of the accident,
and attaching the employee’s medical certificate
7.12.2 The Manager Human Resource Transaction Management notifies the Social
Security Agency of any work-related accident within 30 days using Social Secuirty
Form no. 1.3.
7.12.3 When an empoloyee passes away, any of the legal heirs bring an organized court

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order to the Manager- Human Resource Transaction Management.

7.12.4 The Manager- Human Resource Transaction Management instructs the Human
Resource Transaction Officer to compile the following documents and pass them
to the Manager- Human Resource Transaction Management along with a standard
letter for signature not later than 3 days after court order is received:

 Completed Social Security Pension Form no. 2

 The offer of employment letter and confirmation of employment letters
 Photocopy of personal records
 36 months salary history
 Passport size photograph taken in the past 3 months of the court approved
Pensioner, 2 photo of his/her spouse and any children under 18 years of age.
 Two passport size photographs taken in the recen past 3 months of the court
approved pensioner in a sealed envelope from the appropriate court official.
7.12.5 The Associate Human Resource Officer/Human Resource Transaction Officer
forword all the above document to Human Resource Transaction Officer
(Assessor) for checking.
7.12.6 The Human Resource Transaction Officer (Assessor) sends all the above
document to Social security agency with covering letter.
7.12.7 When the pension booklet is ready the Associate Human Resource Officer/Human
Resource Transaction Officer (Processor) receives the court approved pension
booklet from Social Security Agency, requests the court approved pensioner to fill
and sign a copy of Social Security Pension Form no. 82/1, and hands over the
booklet to the court approved pensioner.
7.12.8 The Associate Human Resource TransactionOfficer forwards to file custodian for
filing the completed, signed Social Security Pension Form 82/1 in the deceased
employee’s file.
7.12.9 The Human Resource TransactionOfficer updates the employee’s electronic
record and arranges to make the employee’s file inactive.
7.13Payment of Salary and Benefits
7.13.1 Employee Salary

7.13.1.1 Every month Branch Managers, Customer Service Managers, Customer

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Relationship Officers at branches, Line managers, Recruitment and Selection

officers and Transaction Officers at head office, Manager/Senior Customer
Service Officers/Customer Service Officer at Thrift and Credit Association,
Director Health care Centre, Medical Doctors and Patient Treatment Officers at
Banks Health Care Centre and Human Resource Business Officer at districts
should update the system that shall affect employees’ pay as per the guidelines.
These include:
a. Leave status;
b. Overtime;
c. Court order deductions, if any
d. Standing instructions of Thrift and Credit associations contribution,
e. Loans deduction
f. Information of Drivers’ Car accident, if liable
g. Shifting Allowance payment, cash indemnity allowance payment.
h. Employee penalty, if any
i. Promotion, transfer and termination information
7.13.1.2 Every staff should fill absence (annual leave, sick leave, maternity leave and
leave without pay) and Time Card forms (Regular time attendance, shifting
allowance, Overtime forms, Duty, training), if any and shall be approved by Line
Managers on Self Service Management and assigned time keeper should fill time
cards for Non-Clerical employees and employees’ who are on approved leave.
7.13.1.3 Senior Controllers or Associate Human Resource Officer II at all Branches;
Districts, Recruitment and Selection, Human Resource Transaction
Management, Thrift and Credit Association should post check all inputs at their
respective team, Branch or District Offices.
7.13.1.4 Updating of data on Core HR system should stop during payroll processing time
when communicated by Human Resource Transaction Management.
7.13.1.5 Human Resource Transaction Management Officer should process payroll and
fix problems, if any, and re-processes again after fixing problems.
7.13.1.6 Human Resource Transaction Management Officer transfers payroll to T24 for
final payment as per T24 guideline.
7.13.1.7 Salary and all benefits payment should be effected from 19th – 22nd of each
month.

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7.13.2 Salary Advance

7.13.2.1 When a holiday approaches, 20% of basic salary shall be paid as advance payment
and the amount shall be considered as a deduction during payroll payment time.
7.13.2.2 Human Resource Transaction Management Officer processes payroll for the salary
advance payment, if any as per the guide line.
7.13.3 Annual Salary Increment
7.13.3.1 The Board of Directors approves the salary increments and communicates to the
President who forwards the same to Vice President- Corporate Human Resource
Management.
7.13.3.2 The Vice President- Corporate Human Resource Management instructs the
Director- Human Resource Management to communicate the annual salary
increment according to the Board of Directors instructions.
7.13.3.3 The Director- Human ResourceManagementinstructs the Manager of Human
Resource Transaction Management to process payment of salary increment back
pay, if any.
7.13.3.4 The Manager-Human Resource Transaction Managementrequests technical
support team to develop formula for salary increments to individual employees
based on the direction from Vice President-Corporate Human
ResourceManagement.
7.13.3.5 The Manager-Human Resource Transaction Management instructs Human
Resource Transaction Management Officer to process payment of salary
increment.
7.13.3.6 Senior Controllers at Human Resource Transaction Management should post
check annual salary increment updated on Core HR system and the payment
made to employees.
7.13.4 Bonus Payment

7.13.4.1 The Board of Directors approves the bonus to be paid and communicates this to
the President.
7.13.4.2 The President notifies the Vice President- Corporate Human Resource
Management to implement the bonus payments based on the Board of Directors’
decision.
7.13.4.3 The Vice President- Corporate Human Resource Management instructs the

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Director- Human Resource Management to effect the payment according to the

Board of Directors instructions.
7.13.4.4 Director- Human Resource Management instructs Manager- Human Resource
Transaction Management to effect the bonus payment based on the given
direction.

7.13.4.5 The Manager- Human Resource Transaction Management requests technical

support team to develop formula for bonus payment to individual employees
based on the direction from Vice President- Corporate Human Resource
Management.
7.13.4.6 Human Resource Transaction ManagementOfficers process bonus payment and
transfer to T24 according to the direction and as per T24 guideline.
7.13.4.7 Senior Controllers at Human Resource Transaction Management should post
check bonus payment made to employees.
7.13.5 Fuel and Representation Allowance

7.13.5.1 An employee who is entitled for Fuel and Representation allowance is eligible to
his or her full payments except that she/he is on unjustified absence, on leave
without pay, suspended or detained.
7.13.5.2 Employees on acting assignment should be entitled to full payment of
representation and fuel allowance for the position he/she is acting on effective the
date of the acting assignment.
7.13.5.3 When a new job title is developed, Director-Human ResourceManagement instructs
Manager-Human Resource Transaction Management to conduct a study onfuel and
representation allowances attached to the post.
7.13.5.4 Manager- Human Resource Transaction Managementinstructs Human Resource
Transaction Management Officersto prepare a proposal on Fuel and Representation
Allowance on the newly developed positions and submit the proposal to Manager-
Human Resource Transaction Management for review.
7.13.5.5 Manager-Human Resource Transaction Management forwards the proposal to
Director- Human Resource Management.
7.13.5.6 The Director- Human Resource Management forwards the proposal and secures
approval from Vice President- Corporate Human Resource Management.
7.13.5.7 Vice President- Corporate Human Resource Management communicates Director-

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Human Resource Management for implementation of the approved benefits. The

Director- Human Resource Management instructs Manager-Human Resource
Transaction Management to update the allowances accordingly.
7.13.5.8 Human Resource Transaction Management Officers should update the benefit of
the new position according to the approved study on the payroll system.
7.13.5.9 Fuel and representation allowance should be paid as per the approved Fuel and
Representation Allowance Guideline.
7.13.5.10 Fuel allowance rate for Head Office and Addis Ababa Districts should be as per
Addis Ababa city rate and for Outlying District Offices the rate should be as per
their respective district rate.
7.13.5.11 When fuel allowance price rate changes the Human Resource Transaction
Officer should update on payroll system based on the information from Human
Resource Business Manager of the respective District Office.
7.13.5.12 If an employee is on sick leave overtaken, fuel and representation allowance is
fully paid until salary payment is stopped.

7.13.6 Verification Allowance

7.13.6.1 Customer Service Officers- Front Maker and Junior Officers Front Maker are
entitled to Verification Allowance of ETB250.00 per month.
7.13.6.2 If employees are on unjustified absence, annual leave, on leave without pay,
suspended or detained they shall not be eligible full payment.

7.13.7 Acting Allowance Payment

7.13.7.1 An employee should be entitled to acting allowance if he/she is assigned to a
higher position on acting basis. The employee should be entitled to acting
allowance starting from the effective day of the acting assignment.
7.13.7.2 An employee who is assigned as acting is entitled for Salary difference as per
proration stated below when his/her salary is less than the initial salary for the
acting position but should be entitled for full payment of all the benefits attached
to the acting position.
7.13.7.3 When the salary of the employee assuming an acting position is equal or greater
than the initial salary of the acting position, he/she shall be entitled to a one grade
step acting allowance on his/her salary for the first 6 months and another one
grade step for the next 6 months.
 For the first three months, 50% of the salary difference,

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 For the next three to six months, 75% of the salary difference,
 And acting period for more than six months 100% of salary difference is
paid.Salary difference shall mean the difference between the acting
employee’s current salary and the initial salary of the position he/she is
acting to.

7.13.7.4 An employee shouldn’t act more than a year for the same position.
7.13.7.5 Acting assignment should be given by line managers on Manager Self Service.
7.13.7.6 Employees on acting assignment to a position which have unlimited fuel
allowance, is eligible for full allowance entitled to his permanent assignment for
the date of the acting.
7.13.8 Cash Indemnity Allowance Payment

7.13.8.1 Cash indemnity is paid for employees involved in cash payment and cash
handling.
7.13.8.2 Employee’s cash indemnity shall not be effected until it reaches ETB 5,000 (five
thousand) then the employee receives a payment of 40% of the monthly cash
indemnity allowance after the deduction of tax and any teller absence. The
remaining 60% of the monthly allowance, after the deduction of any teller
absence, continues to be deposited in the cash indemnity saving account.
7.13.8.3 One year after the employee ceases to be assigned in the role of cash payment
and cash handling positions, the employee shall request to his/her line manager
for the balance of deposited indemnity allowance payment.
7.13.8.4 The Line Manager requests the employee’s employment history from the Human
ResourceBusiness Manager/Partner to identify whether the employee is eligible
to receive the allowance and effect the payment.
7.13.8.5 Line Managers can do rotation/change assignment through Manager Self Service
as per the guide line.
7.13.8.6 When employee assignment changed to front maker simultaneously the line
manager maintain cash indemnity information through system which is cash
indemnity account number and cash indemnity outstanding balance.
7.13.8.7 When an employee faces cash shortage, the line manager updates the change of
cash indemnity balance on the system.
7.13.8.8 If employees have unjustified absence, annual leave, leave without pay,

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suspended or detained they shall not be eligible for full cash indemnity payment.
7.13.9 Hardship Allowances
7.13.9.1 Hardship allowance shall be paid to eligible employees as per the rate the bank
decides.
7.13.9.2 When a new branch location is introduced, the Human Resource Business
Manager of the concerned district informs the Director- Human Resource
Management about the location and requests for Hardship Allowance rate.
7.13.9.3 The Director- Human Resource Management forwards the request to the
manager Human Resource Transaction Management for review and proposal.
7.13.9.4 The Manager-Human Resource Transaction Management instructs Human
Resource Transaction Management Officers to prepare a proposal and submit it
for review.
7.13.9.5 Manager-Human Resource Transaction Management submits proposal to
Director- Human Resource Management for decision.
7.13.9.6 The Director- Human Resource Management approves and advises Manager-
Human Resource Transaction Management for implementation of the approved
Hardship Allowance Percentage.
7.13.9.7 Manager-Human Resource Transaction Management instructs Human Resource
Transaction Management Officer to insert the approved Hardship Allowance for
the location on the payroll system.
7.13.9.8 If employees have unjustified absence, on leave without pay, suspended or
detained they shall not be eligible for full payment of Hardship Allowance.

7.13.10 Housing Allowance

7.13.10.1 Housing allowance payment shall be made for only permanent employees and
it is based on job grade.
7.13.10.2 Employees who live in the bank’s building or whose house rent is covered by
the bank should not be entitled for housing allowance.
7.13.10.3 Bank accommodation/Housing/ information should be updated by Human
Resource Business Officer or Human Resource Transaction Officer on Payroll
system.
7.13.10.4 An employee who is entitled for housing allowance is eligible to his or her full
payment except that she/he is on unjustified absence, on leave without pay,
suspended, detained.

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7.13.10.5 Employees on acting assignment should be entitled to full payment of Housing

Allowance for the position he/she is acting on effective the date of the acting
assignment.
7.13.10.6 If an employee is on sick leave overtaken, housing allowance is fully paid until
salary payment is stopped.
7.13.10.7 An employee who lives on bank’s building or whose house rent is covered by
the bank is not entitled for housing allowance; if he/she is on leave without pay
and unjustified absence, he/she should pay the housing allowance amount for
the absence date.
7.13.11 Overtime Payment

7.13.11.1 Overtime payment should be paid for an employee who works a minimum of
15 minutes after the normal working hour.
7.13.11.2 Overtime payment should be calculated only based on the basic salary and it
does not include other benefits.
7.13.11.3 Employees who are paid shifting allowance and per diem allowance are not
eligible for overtime paymentat the same time.
7.13.11.4 Overtime payment is made only for non-supervisory and non-
managerialpositions.
7.13.11.5 When an employee is assigned on acting for supervisory or managerial
positions he/she is not entitled to overtime payment.
7.13.11.6 Overtime payment should be requested by the employee on employee self-
service and should be approved by the respective cost centre manager on
Manager Self Service for whom the extra time work is done.
7.13.11.7 For Non-Clerical Employees the overtime payment is requested by assigned
Timekeepers, if the Non Clerical employee cannot use the system by him or
herself.
7.13.12 Shifting Allowance
7.13.12.1 Shifting allowance shall mean allowance paid for employees who works on
Saturday afternoon.
7.13.12.2 Process and sub process work on Saturday afternoon,
 Branches,
 Customer Account and Transaction Service (CATS CPC),
 Trade Service Special Outlet (TS Special Outlet),

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 Trade Service (TS CPC),

 Foreign Transfer and NR/NT Account and
 E-Payment

7.13.12.3 Shifting allowance scheme for employees should be as follows:

Job Grade Amount

10 and above ETB 90.00 per day

From 7 to 9 ETB 80.00 per day

From 1 to 6 ETB 45.00 per day

7.13.12.4 Employees who get shifting allowance shall not be paid overtime and per-diem
allowance payment.
7.13.12.5 Shifting allowance payment should be requested by the employee on employee
self-service.
7.13.12.6 Shifting allowance should be approved by the line manager on Manager Self
Service

7.13.13 Driver and Motorist Bonus

7.13.13.1 The payment of Driver and Motorist Bonus is effected with salary payment.
7.13.13.2 Driver and Motorist Bonus should be as follows:

Position Amount

Driver ETB 100.00 per month

Motorist ETB 75.00 per month

7.13.13.3 Drivers and Motorist should not be entitled for Driver and Motorist Bonus
payment for that month if he/she is liable for an accident.

7.13.14 Unjustified Absence and Penalty

7.13.14.1 If an employee has an unjustified absence or is penalized within the month,
deductions (such as tax, pension, union contribution, and Credit Association
Contribution) as well as the unjustified absence and/or penalty should be

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calculated on his/her gross salary.

7.13.14.2 If an employee has unjustified absence in between in the holidays, the holiday’s
has no impact on salary and other benefit payments.

7.13.15 Cash Office Service Attendant Allowance Payment

7.13.15.1The payment of Cash Office Service Attendant Allowance is effected with salary
payment.
7.13.15.2 If employee is on unjustified absence, annual leave, on leave without pay,
suspended or detained they shall not be eligible full payments.
7.13.15.3 Cash Office Service Attendants are entitled for a monthly allowance of
ETB150.00.
7.13.16 Leave Management
7.13.16.1 Annual Leave
7.13.16.1.1 Every permanent employee is entitled to 18 working days of annual leave up
on the first year of employment. Every employee shall be entitled to an
additional one day of annual leave for every additional service year.
7.13.16.1.2 If an employee wants to request annual leave, he/she should serve the bank
for at least twelve months.
7.13.16.1.3 In the final quarter of every fiscal year, line managers request their respective
subordinates to submit annual leave schedule for the next fiscal year.
7.13.16.1.4 Line managers should ensure Annual Leave schedule overlap does not affect
the business.
7.13.16.1.5 Employees can check Annual Leave balance using employee Self Service and
as per the annual leave schedule, he/she can requests annual leave using
employee Self Service.
7.13.16.1.6 Managers can see the annual leave balance of their subordinates through
Manager Self-service and approve/reject annual leave requests.
7.13.16.1.7 Supervisors can request annual leave on behalf of their subordinates.
7.13.16.1.8 Employees have to utilize their annual leave before it expires.

7.13.16.2 Sick Leave in a Year

7.13.16.2.1 Every year, an employee is eligible for a maximum total 180 days of sick

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leave. These 180 days might be taken consecutively, or during different times
within a single year.
7.13.16.2.2 The sick leave entitlement period is from January 1 to December 31. Sick
leave entitlement starts to count over at the start of every year.
7.13.16.2.3 For Head Office and Branches in Addis Ababa, sick leave of employees
should be filled on Absence Management by Director Health care Centre,
Medical Doctors and Patient Treatment Officers at the Bank’s Health Care
Centre.
7.13.16.2.4 For outlying District and Branch, the employee fills a sick leave application
on Absence Management attaching the sick leave certificate. Then the line
manager approves the sick leave application.
7.13.16.2.5 If the employee is ill due to causes that are not related to his/her work the
issuance of sick-leave and the payment of salary during sick-leave shall be as
follows:
a. The bank shall give the employee 60days of sick-leave paying him/her the
full amount of salary and allowances.
b. If the employee is still unwell, the bank shall give additional sixty days of
sick-leave where in 100percent of the medical expenses shall be covered
by the bank; but the employee would be paid only half of his/her salary
with full allowances.
c. If the employee is unwell still, the bank shall issue a third-round of sixty
days sick leave where in the employee would be paid only one-third of
his/her salary with full allowances; but the bank would pay 100 percent of
his/her medical expense. If the employee’s illness is HIV-related or
MDR/Multi Drug Resistant TB (second time TB), the third-round sick
leave should be extended up to 90 days.
d. If the employee is still unwell after all this is done and medical board
confirms that the employee would not be able to work, the bank can
permanently discharge the employee from duty. In this case, the employee
is entitled for all related benefits of departing employee.
7.13.16.2.6 If the employee’s health condition gets better and shall be fit to return to work
after staying out of office after finishing the extended sick leave of 90 (120)
days, the bank shall reinstate him/her to his/her duty. The reinstatement

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decision shall be made by Director- Human Resource Management.

7.13.16.3 Maternity and Paternity Leave

7.13.16.3.1 Employees are entitled to maternity (90 consecutive days) and paternity (3
working days) leave.
7.13.16.3.2 For Head Office and Branches in Addis Ababa Districts, Director Health care
Centre, Medical Doctors and Patient Treatment Officers at Banks Health Care
Centre update a pre-natal certificate confirming the expected date of delivery
for an employee no later than one month before the expected date of delivery.
If the employee chooses, it shall be added to her post-natal leave.
7.13.16.3.3 For outlying District and Branch, the employee submits a pre-natal certificate
confirming the expected date of delivery and should be approved by her line
manager. If the employee chooses, it shall be added to her post-natal leave.
7.13.16.3.4 Up on giving birth, an employee shall be entitled to ETB 400.00 maternity
pay.
7.13.16.4 Leave without Pay
7.13.16.4.1 Up on his/her request and presenting valid reason, an employee shall be
allowed with a 30 consecutive days of leave without pay only once in a year.
7.13.16.4.2 Leave without pay requests shall be entertained only if the employee has no
annual leave balance.
7.13.16.4.3 An employee who requests leave without pay should state a valid reason using
employee Self Service.
7.13.16.4.4 After evaluating the reason for the Leave without pay requested, the line
manager approves it using Manager Self Service.
7.13.16.4.5 If an employee is forced to extend the Leave without pay after completing the
30 days, he/she has to submit his/her request along with immediate
supervisor’s recommendation to Vice President- Corporate Human Resource
Management for approval.
7.13.16.5 Educational Leave
7.13.16.5.1 The bank shall entertain educational leave requests with basic salary pay for
at most two years, when the bank finds it necessary.

7.13.16.5.2 Educational Leave shall be approved by the President.

7.13.16.6 Accrued Leave and Leave Cleared Report

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7.13.16.6.1 Human Resource Transaction Officer should generate Accrued Leave and
Leave Cleared Report Semi-Annually and communicate to Finance Process
before January 5th and July 5th.

7.13.17 Medical Coverage for Treatment Abroad

7.13.17.1 An employee is entitled for a medical treatment abroad as per the collective
agreement.
7.13.17.2 When an employee is advised by a medical board to seek medical treatment
from abroad he/she is responsible for obtaining the medical certificate and letter
of recommendation from the medical board.
7.13.17.3 The employee is responsible for obtaining the authentication of medical board
recommendation by the Director Health Care Centre.
7.13.17.4 The employee submits the following documents to the Director Human
Resource Management:
7.13.17.5 The medical board details of the medical facility where in the employee wants
to get treatment and recommendation letter and
7.13.17.6 The supporting letter from the Ministry of Health
7.13.17.7 The Director Human Resource Management directs the document to Human
Resource Transaction Management for further process.
7.13.17.8 The Manager- Human Resource Transaction Management directs the document
to the Secretary for writing letters to the concerned Embassy, Airline or travel
agency for the purchase of Air Ticket.
7.13.17.9 Thenthe Human Resource Transaction Management manager checks and signs
the letters and deliver to the employee.
7.13.17.10 When the employee secures Visa the Director Human Resource
Managementforward a standard letter to the Director- Foreign Transfer and
NR/NT Accounts to facilitate the issuance of foreign currency.
7.13.17.11 Up on return from abroad the employee should settle the cost of his medical
treatment abroad and accommodation cost against receipt which is
authenticated by the Bank’s Health Care Centre.
7.13.17.12 An employee absence from duty for a medical treatment shall be considered
as per thesick leave procedure.

7.13.18 Severance Payment

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7.13.18.1 Employees that voluntarily leave the bank after serving for at least five years
and above are entitled to severance payment.
7.13.18.2 Severance pay should be calculated on the leaving employee’s last basic salary as
follows;
Service Year Severance Pay
5 years 5 month’s salary
6 years 6 month’s salary
7 years 7 month’s salary
8 years 8 month’s salary
9 years 9 month’s salary
7.13.18.3 Additionally, for employees who served for 10 and more years, 1/3 of their last
basic salary is calculated for each year. However, the total severance pay
should not be more than the leaving employees 12 month’s salary.
7.13.18.4 After completing the clearance formalities as per Voluntary Separation
Procedure on Core HR, the leaving employee’s clearance notification will
reach Manager- Human Resource Transaction Management.
7.13.18.5 Manager- Human Resource Transaction Management instructs Human
Resource Transaction Management Officer to process severance payment on
payroll system.
7.13.18.6 Human Resource Transaction Management Officer (Processor) processes the
severance payment and inform to the Human Resource Transaction
Management Officer (assessor) for checking the final settlement run result.
7.13.18.7 After checking the final settlement run result Human Resource Transaction
Management Officer (assessor) effects payment on T24 as per T24 guideline.
7.13.18.8 If an employee’s employment contract is terminated due to Pension, Dismissal,
Suspension or Detention he/she is not eligible for Severance Payment.
7.13.18.9 Senior Controllers at Human Resource Transaction Management should post
check severance payment made to leaving employees offline.
7.13.19 Pensioner Benefit

7.13.19.1 Up on retirement, employees will be entitled with a retirement award equivalent

to their 24 months of salary.
7.13.19.2 After a retiring employee is released from his assignment, the Human Resource
Transaction Management- Manager instructs Human Resource Transaction
Management Officer to process retirement award.
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7.13.19.3 Human Resource Transaction Management Officer (Processor) processes

retirement award and forward to Human Resource Transaction Management
Officer (Assessor) for checking.
7.13.19.4 After checking Human Resource Transaction Management Officer (Assessor)
will effect payment on T24 as per the T24 guideline.
7.13.19.5 Senior Controller at Human Resource Transaction Management will post
check the retirement award paid to retirees.

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CHAPTER EIGHT:
HUMAN RESOURCE MANAGEMENT PROCEDURE
REVISION/EFFECTIVE DATE

8.1Revision of the Human Resource Management Procedure

The human resource management procedure shall be revised every three years. However, if a
need arises it shall be amended at any period of time.

8.2Exceptions
All human resource management decisions to be approved by exception shall be the authority
of the President

8.3 Repeal
Any manual or procedure and circulars or memorandum issued on human resource
management issues are repealed and replaced by this human resource managemnet procedure.

8.4Effective Date
The human resource management procedure of Commercial Bank of Ethiopia, (CBE) is
hereby approved by the Bank’s President and shall be effectively put into force as of August
28, 2017.

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