Human Capital

Siddhartha Bank believes that by engaging employees and creating a positive experience for them, the Bank can enhance the service delivery to the clients. Further, the Bank believes that for the effort the employees have put in, the Bank must reciprocate by creating a rewarding relationship for them as well. The Bank aims to create a working environment that supports resilience and creativity and aims to enhance the Employee Life Time Value.

The greatest strength of SBL lies in the team of proficient and enthusiastic staff members that it has nurtured over the years. Human Resource Department (HRD) is responsible for facilitating the overall goals of the organization through the effective administration of human capital — focusing on employees as the company’s most important asset. Recruitment is the first step in building an organization’s human capital. At a high level, the goals are to locate and hire the best candidates, on time and within budget. To recruit the best human capital, Siddhartha Bank sets customized committees as required to identify the potential candidates for the Bank.

This team of visionary leaders has enabled the Bank to deliver excellent banking services to its customers and at the same time enhance the business portfolio, revenues, and profitability of the Bank year after year. SBL understands the caliber of its staff members and focuses on person-job fit in its various operations. The Bank encourages knowledge sharing among the employees at all levels and places utmost priority to performance-based growth and compensation.

Over the years, SBL has also been able to position itself as one of the best places to work in the Nepali banking industry which can be attributed to the Bank’s well defined human resources management policy, recognition for individual efforts, customized training and development programs, promising career development prospects and a culture that encourages and facilitates personal as well as professional development.

HUMAN RESOURCE DEVELOPMENT

By the end of FY 2022-23, the Bank had a total HR portfolio of 1,970 employees out of which 63% were male and remaining 37% were female. This workforce were optimally mobilized by the Bank to achieve the organizational goal.

Intending to empower the existing pool of human resources, and fully utilize the current pool; the Bank had strategized to discourage lateral hiring and limit additional on-boarding of manpower to a minimum in FY 2022-23. As such, the Bank has announced the vacancy of Trainee Junior Assistant (TJA) for the supply of entry-level staff at highly needy branches/departments upon careful analysis.

A total of 247 new staff were appointed in the Bank this year out of which 173 headcounts were provided as replacements of resigned staff. 224 of these recruits were entry-level staffs in the corporate level of Trainee Junior Assistant and 7 of them were Junior Trainee Assistant deputed at rural municipality branches. With the supply of entry-level candidates to mitigate the headcount gap, the vacant functional positions were filled by upscaling the internal pool of employees thereby giving them an opportunity for job enrichment. Except for some cases, most of the branches and departments of the Bank managed their operation this fiscal year with the same number of manpower as it was in fiscal year 2021-22.

Further, to recognize the sincere commitment exhibited by our HR capital, the Bank prioritized its initiative on promotion, job rotation, and on impartment of training for overall job enhancement of its Human Assets. The Bank promoted 215 staff in various corporate levels in the fiscal year. The Bank also transferred employees for job enlargement with focused placement to the proximity of their residence as far as practicable. The learning and development team organized 194 training programs in different categories with a total of 3,783 participants.

Considering the business size and number of branches in different provinces, the bank has deputed Province Head and Sub Province Head in nine locations since FY 2018/19. As per the manpower planning, HRD further provided a provincial team comprising different functions (namely, CCAC, Credit Risk) and corporate level in fiscal year 2021-22 and initiated the structural formalization. The staff for Deposit Marketing, General Administration, IT, Internal Audit, and HR functions at each province office will be subsequently supplied in the upcoming fiscal year.

Moving ahead, SBL’s focus will be to materialize the transformation of existing HR processes and procedures to bring about reasonable transformation in the HR operating module of the Bank in the upcoming fiscal year 2022-23 through digital transformation and process re-engineering for efficiency. The recruitment activities will be kept minimal since every process for branch operation. transaction and loan processing are digitized. The training and development activities will be made more systematic and impactful with a focus on e-learning activities. Employee engagement and reward recognition will be a prime focus in the coming year. Also, the Department will focus on the turnaround time of every HR activity to increase work efficiency and endeavor to calendar some activities.