RDB restructures its Human Resources and Administration
The Human Resources and Administration of any organisation is a critical and vital element to its success. Jagath Karunathilaka- Head of Human Resources Development and Administration at the Regional Development Bank (RDB) recently spoke about several initiatives undertaken by the bank to restructure and reengineer its HR and Administration.
Karunathilaka began by speaking about the past. The RDB bank can trace its beginnings to the year 1985 and amalgamated six regional banks in 2011 to form the Regional Development Bank in order to better cater to the needs of its customers. However, Karunathilaka stated that the objectives behind amalgamating the bank could not be fully realized as the bank maintained the existing structures at regional levels.
The RDB Bank has now established its Head Offices in Kelaniya where the bank’s Senior Officers conduct operations. Taking into consideration that the existing structure within the bank cannot yield a thoroughly successful result, the bank, spearheaded by Karunathilaka has begun several key initiatives to restructure its HR and administration practices.
The initiatives make use of modern technology in order to create a paperless environment within the bank. Hence, an integrated HR software system will provide a platform for RDB bank to centralise its HR functions. The automated system is to be responsible for payroll and attendance system, performance management and other HR related practices, removing the need for different HR practices at regional levels. The uniform HR system would ensure that information retrieval is convenient.
Karunathilaka stated that every employee would conduct official work through desktop computers, thus reducing the need for paperwork, and bringing all HR practices under a centralised electronic platform.
Furthermore, RDB bank will restructure its performance appraisal system. At present, the appraisals are conducted by senior officers of the bank, in which case the appraisals are subjected to their perceptions. Under the new system, the appraisals will be based not only on qualitative information, but take into consideration quantitative information as well. The new result oriented appraisal system will be based on the individual’s performance plan, and will be evaluated quarterly.
The system will align the staff with the bank’s objectives and targets and introduce a performance oriented culture to the work environment. It will also be a platform to discuss performance related issues and will facilitate performance monitoring reviews.
The bank is also putting into place a succession plan to better facilitate career development. Therefore, when a vacancy within the senior ranks of the bank opens up, the bank will be able to appoint a fully qualified individual to the position from within the bank itself, rather than recruiting from the outside. Karunathilaka stated that the succession plan will be implemented during the year and would help to identify potential and weaknesses of its employees.
He further mentioned that the bank has allocated Rs 75 Mn to its training plan. The staff will undergo training both locally and overseas.
Speaking of the bank’s HR practices, Karunathilaka mentioned that the bank has formed a manpower plan for the next three years. He went on to explain that there are 2 entry level schemes at RDB; the position of trainee bank assistant and the position of management training. He stated that employees will be promoted, based on their merits through an internal promotion scheme.
Karunathilaka also mentioned that RDB has formed a corporate plan for the next five years and that the Human Resource Development and Administration has been taken as integral part of the corporate plan.