Standard Bank Job Description Template

Transcription

1 Stard Bank Job Description Template Identifiers Functional Job title* Industry job title: Alternative job titles: Head Operations Executive Vice President Head of Operations Links to structures Job function* Job family* Job reports to* Career type* Business Support Operations Chief Executive Functional/Specialist Contribution Job purpose description* Job criticality This is an Executive role tasked with leading directing the Operations function in the country in order to achieve its strategic goals objectives. The main accountabilities of the Operations function include the following: To provide efficient effective services support to business units corporate functions in order for them to ultimately provide optimal service to the Bank s clients customers. To proactively identify, assess manage the risks by having an effective system of controls in place to reduce overall exposure. To provide a secure, appropriately staffed, cost-effective responsive Operations customer-centric service delivery approach. To facilitate the design of practical business solutions implementation of the solutions in a disciplined structured manner through process review implementation of the change across the bank. To ensure that the Procurement Framework process which includes stards, policies procedures governing all third-party spend are embedded in the legal entity that the segregation of duties for authorising paying third party suppliers are maintained through appropriate effective systems procedures Ensure that the Group Real Estate Services (GRES) strategy mate which includes logistics is delivered in line with the country needs. Through the Change Enablement portfolio, facilitate implementation of Business change. This will include process optimisation, digitisation, robotics automation as when necessary Successful processing of customers transactions services with in SLA for both CIB Branches (PBB) Strategically Critical 1

2 Key Responsibilities group 1* s Provide operational support ensure efficiencies across the Bank Execution Implementation of the Operations strategic action plan in line with the Bank Group strategic goals Accountable responsible for the delivery of the Bank s Operations mate through provision of support services in the areas of Production, Reconciliations, Operations Control, Card Operations, Client Services, Change Enablement Process Engineering, Business Improvement, Investor Services Operations, Procurement Group Real Estate Services. Support Business units to achieve their strategic goals objectives. Collaborate partner with Business units corporate functions to ensure alignment compliance to existing processes procedures. Oversee monitor the Bank s transaction processing capabilities. Work closely with various stakeholders who include Stanbic Bank Executive Committee, Stard Bank Group, Regulators Suppliers in order to ensure effectiveness efficiencies in the Operations function. group 2* s Delivery of the Operations strategic plan Delivery of the Operations mate which includes effective efficient support to Business units other Corporate functions Delivery of process efficiencies resulting in high customer surveys insights results Cost Management Oversight Focus on tactical initiatives to influence a continual improvement in the cost/revenue ratio of the POR network thereby sustain long-term profit growth. Influence a reduction in controllable costs through involvement in the preparation compilation of Capex Opex budgets. Champion idea generation that influences reductions in operating costs Monitor Costs against Budget: reports by monitoring adherence to cost management targets in all areas of Operations Split per operations units cost centre Delivery of the tactical initiates in managing containing cost group 3* s Financial Management Ensure budgeting process, headcount, capital operational expenditure is tightly controlled resulting in optimum use of resources equipment Ensure that Budget is effectively implemented monitored with adverse trends identified early corrective action taken 2

3 Track Operations Financials - Actuals against budget, Detailed Executive Summary reports by monitoring adherence to cost management targets in all areas of Operations Compliance to budgeting guidelines principles Effective efficient execution of the budget group 4* s Risk Management compliance Ensure the Risk Profile within the areas of responsibility is kept at optimum levels, by proactively identifying risks implementing corrective steps/actions as necessary through the Operations Control unit. Ensure that internal investigations for incidents are carried out timeously to ensure effective root cause analysis prevention of recurrence of the similar incidents Ensure that sub-stard ratings attained by business units from routine control checks are corrected by the business unit within advised time frames. Responsible for the Business Continuity Plan the execution thereof of the Operations function. Introduce review levels limits of authority as ad when necessary in conjunction with Risk Department Achieve enhanced efficiency improved risk control by reviewing existing processes Containment of the Risk profile within the allowed thresholds indicators Ensure system processes procedures are in place, so as to ensure the country Risk profile is kept at agreed levels Sustain compliance by following the regulatory requirements governing banking practices are adhered to. Meet the Satisfactory audit ratings target audit findings are closed as per agreed schedules group 5* group 6* group 7* Procurement Provide strategic leadership to the Procurement function Facilitate the Delivery of Procurement strategy objectives Delivery of the Procurement Mate strategy Group Real Estate Services (GRES) Provides strategic leadership to the GRES function Facilitate the Delivery of GRES strategy objectives Delivery of the GRES Mate strategy Physical Security Safety Ensure all Business units, Bank s property employees are adequately appropriately secured by ensuring compliance to the Group s minimum operating security stards. 3

4 Ensure compliance with the country s Occupational Health Safety Act through the Group Real Estate Services portfolio. POR s assets safely guarded Compliance to Group minimum security operating stards procedures Adherence to the Occupational Health Safety policy group 8* s group 9* s Infrastructure (Including branch network) Take advantage of all opportunities to maximise use of capital assets to ensure that all PORs are geared, serviced supported so that the delivery infrastructure can be responsive to competitive pressures, changing market conditions, customer needs business strategies. Through direct contact with business unit heads area management, assist with planning budgeting for the implementation of accommodation, equipment furnishing needs. Monitor the scrutiny of layouts plans for correctness appropriateness in terms of associated user briefs subsequently the tender documentation submitted for sign off. Provide manage a secure, cost effective responsive sales service delivery infrastructure that is CI compliant Ensure that all bank owned premises, including houses ATM sites are maintained within proper order. Providing a premises function that meets the needs of the business aligned to minimum stards corporate CI Project implementation within timelines plans Adherence to Group stards with respect to premises occupied by the Bank Reconciliation of the Bank s Books Responsible for ensuring that the bank s books are always in a balanced position. Ensure that the daily Global Transactional Banking (Global Markets) records have been reconciled are in balance with the General Ledger accounts in Global Markets Operations. Adherence to Service Level Agreements in reconciling the Bank s Books Proactively identify risk engage with respective stakeholders to address the risk group 10* Productivity/Headcount Management Monitor Operations headcount to ensure the optimal resourcing in line with the approved budget expected productivity levels Development maintenance of the organisational charts for Operations to ensure alignment of structures to the business strategy. Ensure that staffing remains correct to obtain maximum productivity correct staffing of all units within Operations function 4

5 Operational efficiency optimal productivity levels Maintain headcount within the agreed budget Proactively identify opportunities for consistent re-alignment of structures with Business needs group 11* s People Management Identify, attract, develop train the best people ensuring accelerated development of local talent Lead manage the team, providing guidance, coaching opportunities to strive for excellence Ensure succession planning is in place for key critical Operations roles Establish maintain a recognition scheme for high performers Ensure that job descriptions duty lists are available for all roles within the Operations function Custodian of the organisation structures with Operations function Sound people practices Growth in the talent pool Recognize reward performance appropriately manage poor performance by implementing developing appropriate individual plans. Development implementation of a robust succession plan group 12* s Important stakeholder relationships Matrix reporting to Head PBB Operations Africa Regions, Head CIB Operations (South Central ) Relationship with various Matrix partners at Centre Relationship with all country stakeholders (Exco Manco members) Relationship with the bank s key suppliers (Utilities, Maintenance Services, Security, Stationery, etc.) through SLAs Contracts. Relationship with Regulators on processing requirements, security, premises, infrastructure cash management. Relationship with other banks on clearing settlements plus ATM interoperability. Relationship with correspondent banks money transfer organizations (MoneyGram, VISA, American Express, etc.) Measure: Stakeholder feedback 5

6 Requirements Qualifications Formal minimum qualification 1* Formal minimum qualification 2 Minimum qualification 3 Other qualifications, certifications or professional memberships Type of qualification: First Degree Field of study: Finance Accounting Type of qualification: First Degree Field of study: IT Computer Sciences Type of qualification: First Degree Field of study: Generic Management Master in Business Administration, Change Management, Project Management, Prince2 Practitioner, Banking Certificate Experience Experience required 1* Experience required 2 Experience required 3: Job Function: Business Support Job Family: Operations Years: 7-10 years Experience Description: Service Support Management, Information Technology, Operations Support Change Project Management, Strategy Implementation, Process Engineering Procurement, Real Estate Management Job Function: Human Capital Job Family: Executive Years: 5-7 Years Experience Description: People Management, Talent Management Job Function: Internal Audit Job Family: Controls Monitoring Years: 1-2 Years Experience Description: Controls, Compliance Risk Management Competencies competency 1* Competency Label: Directing People Competency Description: This competency emphasises the leading or giving direction part of leadership. The effective display of the Leading People competency is highly dependent on the effective display of a number of other competencies. Leading people is about taking control of as well as coordinating people resources. While there are 6

7 competency 2* competency 3* competency 4* competency 5* competency 6* competency 7* competency 8* many different views on what leadership is, in this case, the concern is not focused on what leadership is, but is rather focused on the generic behaviour associated with leading people. Competency Label: Developing Strategies Competency Description: This competency includes facets of behaviour such as being visionary establishing effective plans that take into consideration long-term aspects. This competency also includes the need for individuals to focus on identifying trends. Competency Label: Making Decisions Competency Description: This competency is about the pace at which individuals are prepared to make decisions, as well as their willingness to take responsibility for their decisions when under pressure. It also deals with the extent to which individuals are definite about their views opinions. Competency Label: Embracing Change Competency Description: This competency, in the context of organisations is concerned with the extent to which individuals accept challenges change as well as the extent to which individuals cope well with uncertainty. Accepting change coping with uncertainty can enhance one's ability to adapt effectively to changing circumstances, which is an ability of increasing importance in an ever more dynamic business environment. Competency Label: Team Working Competency Description: This competency is about working well in a team. In order to develop this competency, individuals are encouraged to acknowledge the views contributions of others, to involve others in decision-making. Competency Label: Upholding Stards Competency Description: Upholding Stards within the organisation is important for ensuring that high quality products services are provided as well as for ensuring that trust is created maintained. Individuals need to focus on developing proper discreet behaviour to honour their commitments in order to be effective at demonstrating this competency. Competency Label: Exploring Possibilities Competency Description: Exploring possibilities is about individuals being effective at displaying behaviours associated with different situations or problems. Individuals are required to look at a problem define it in an abstract manner. Unpacking a problem in terms of its underlying principles basing the problem on sound theory typically allows for deeper insight into the true nature of the problem. This makes the nature of the problem more complete, more meaningful therefore longer term sustainable solutions more likely. Competency Label: Resolving Conflict Competency Description: This competency is about effectively dealing with disagreements conflict in the workplace. In order to demonstrate being competent at resolving conflicts in the workplace, individuals are expected to demonstrate that they are able to effectively hle angry individuals emotionally charged situations. Competencies 7

8 competency 1* competency 2* competency 3* competency 4* competency 5* competency 6 competency 7 competency 8 competency 9 competency 10 Competency Label: Planning Competency Description: Knowledge understing of the process thinking required to formulate objectives priorities, implement plans consistent with the long-term interests of the organisation in a global environment. The ability to identify capitalise on opportunities manage risks. Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required Competency Label: Financial Management Competency Description: Skills knowledge to advise managers decision makers on financial processes, control, budgets financial performance. Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required Competency Label: Risk Management Competency Description: Demonstrates knowledge understing of risk management methodologies, tools, governance structures regulatory requirements for good management of risk. Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required Competency Label: Process Governance Competency Description: The ability to create mechanisms to ensure that designed processes are implemented correctly that process changes are made thoughtfully taking into consideration the impacts on people, other processes technology. Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required Competency Label: Project Management Competency Description: The ability to identify engage with all the key stakeholders in the project life cycle. Proficiency Level: PROFICIENT - Clear knowledge application of the concept Competency Label: Ergonomics Competency Description: The knowledge understing of the engineering aspects of the relationship between people their physical working environment. Proficiency Level: PROFICIENT - Clear knowledge application of the concept Competency Label: IT Strategy Planning Competency Description: The ability to develop a long term vision for the utilisation of IT based systems by the bank to modernise the work methods improve efficiency response times for different functions. Proficiency Level: PROFICIENT - Clear knowledge application of the concept Competency Label: Change Management Competency Description: The ability to ensure that isolated independent organisational change actions are integrated sustained through a disciplined change process. Ability to apply change management principles techniques for planning implementing change in an organisation. Proficiency Level: PROFICIENT - Clear knowledge application of the concept Competency Label: Strategic Sourcing Competency Description: The ability to identify value creation opportunities build implementation business cases. Proficiency Level: PROFICIENT - Clear knowledge application of the concept Competency Label: Policy Development Competency Description: Understing application of the discipline of policy analysis, definition, writing implementation. Proficiency Level: PROFICIENT - Clear knowledge application of the concept 8

9 Competencies (for jobs in Levels of Work 3 to 7) Competency 1* Competency 2* Competency 3* Competency 4* Competency 5* Competency Label: Aligning Business to Strategy Competency Description: Understs the line-of-sight between strategy organisational implementation. Translates the organisational strategy into specific decisions actions to ensure the strategy implementation. Aligns resources to effectively execute against the strategic direction. Proficiency Level Description: 2 Aligns resources structure to strategy; Adjusts resources, roles, job structures, accountabilities, processes, systems, etc. to ensure organisational alignment. Competency Label: Driving Delivery of Results Competency Description: Proactively identifies business opportunities or barriers to business performance addresses them. Takes accountability for improving the business. Demonstrates a sense of urgency around the achievement of stretching business goals. Proficiency Level Description: 3 Makes decisions takes action to achieve a challenging goal; Sets challenging goals that will have a significant impact on the business or support the organisational strategy. The challenging goal might be related to the speed of execution or implementation. Commits significant resources /or time to reach a challenging goal, while also taking action to mitigate risk. Competency Label: Inspiring Performance for Execution Competency Description: Enables empowers the team to implement/execute a strategic vision or change for the better. Leads with passion energy. Proficiency Level Description: 2 Shares the vision shared purpose; Gets buy-in by honestly forthrightly communicating the big vision, purpose, change explicitly stating why it is strategically important, how they contribute, in a positive optimistic way. Brings people together to think through the implications define the way forward. Walks the talk - visibly enacts the team goal, vision, purpose. Competency Label: Holding People Accountable Competency Description: Sets clear performance stards expectations, holds others accountable when these are not met. Takes accountability for team delivery against the expectations contribution to results. Proficiency Level Description: 2 Provides corrective feedback; Confronts others when they don t perform, when they act out of line or contrary to the organisational values or strategy. Openly talks about the lack of performance to the person involved. Competency Label: Leading Courageously Competency Description: Believing in oneself, own judgement, skills experience, using this self-confidence to challenge others for the benefit of Stard Bank. Proficiency Level Description: 3 Has confidence to bring conflict into the open to be resolved; Is able to confront others (peers, boss, etc.) or brings disagreement into the open with the purpose of resolving it, ling on a decision, to ensure action. Is open honest when communicating with others ("straight talk"). Challenges popular values, decisions opinions to ensure that actions are taken in the Bank's best interest. Takes action in defiance of corporate rules procedures for the greater good of the business 9

10 its stakeholders. Accepts personal risks /or consequences of failure persist in the face of opposition or fear. Competency 6* Competency 7 Competency Label: Growing Capability Competency Description: Taking responsibility for identifying, developing retaining capability for the benefit of the broader business, based on a genuine intent to foster the long term learning or development of others. Proficiency Level Description: 2 Grows capability by providing balanced developmental feedback; Provides ongoing feedback to individuals with the purpose of reinforcing their positive attributes, discussing areas of development. Gives positive feedback praise explicitly stating what the individual has done well how this assists the team/the organisation. Tolerates well-intended mistakes treats them as learning opportunities for that person for the team. Competency Label: Purposeful Collaboration Competency Description: Understs leverages the dependencies across the organisation the impact of own actions on the rest of the organisation to create organisation alignment for decision-making delivery of quality outcomes. Proficiency Level Description: 1 Identifies functions that need to be engaged; Knows which other functions will be affected by own plans. Includes the smallest effective number of people in the decision-making process. Additional Job Dimensions Business accountability: Impact on end result* Typical direct reports for this job* Indirect reports Financial accountability* Internal relationships* Primary - Has a controlling impact on end results Description or examples: Takes direct accountability on the delivery of the Operations function mate Job Titles: Head- Production, Head-GRES, Manager- Change Enablement, Manager Procurement, Manager- Business Improvement, Manager- Client Services, Manager- Card Operations, Manager Operations Control Reconciliations Number: 3-10 Job Family: Below the level of direct reports there are Managers, Team Leaders, Senior Officers Officers Job Family: Operations Number: More than 50 Type of Budget: Operational Budget Size of Budget (ZAR equivalent): BWP42m (ZAR53m) Type of accountability: Directly accountable Type of Budget: Capital Expenditure Budget Size of Budget (ZAR equivalent): BWP16m (ZAR20m) Type of accountability: Directly accountable Business area: Corporate & Investment Banking (CIB) Personal & Business Banking (PBB) Job: Executive Committee members Senior Nature of relationship: Provide a service to them Sphere of influence: Impact the whole business line (PBB, IB or EF) 10

11 Description or examples: Provision of services to process clients /customers instructions, payments settlements. Reconciliation of their accounts. Re-engineering of processes in order to improve customers/clients experience, facilitation of production distribution of both credit debit cards. Construction of new branches whenever the need arises. Procurement of goods outsourced services. Business area: Corporate Functions Job: Executive Committee members Senior Nature of relationship: Contribute to their service delivery Sphere of influence: Impact the whole business unit Description or examples: Provision of services to process clients /customers instructions, payments settlements. Reconciliation of their accounts. Re-engineering of processes in order to improve customers/clients experience. Business area: Head PBB Operations Africa Regions Job: PBB Operations Nature of relationship: Receive a service from them Sphere of influence: Impact the whole functional area Description or examples: Provision of support services to country in order to for the country to support its customers achieve their strategic objectives. Business area: Head CIB Operations South Central Job: CIB Operations Nature of relationship: Receive a service from them Sphere of influence: Impact the whole functional area Description or examples: Provision of support services to country in order to for the country to support its customers achieve their strategic objectives. External relationships* Role type of external contact: Regulators Nature of relationship: Influence their decision making Description or examples: Ensure compliance in line with Regulator s requirements. Therefore, the Bank s level of compliance may influence decisions taken by regulator. Role type of external contact: Suppliers Nature of relationship: Manage the relationship Description or examples: Ensure continuous partnership cordial relationship in line with various Service Level Agreements in place Role type of external contact: Other Banks Nature of relationship: Influence industry norms Description or examples: Keep up to date with industry trends Accountability for problem solving* Degree of guidance received to solve problems: Abstractly Defined - Business philosophy principles Description or examples: Guide teams as when challenges arise. Degree of original thought required to solve problems: Uncharted - Development of new concepts or groundbreaking solutions Description or examples: Engages various teams in order to be able to provide guidance 11

12 Accountability for planning of activities* of Group wide processes Description or examples: working with Senior within Operations the Bank, ensures delivery of the planned activities. E.g. Processes to be engineered enhanced. Discretion allowed for decision making* Work environment* Top Management Guidance - Broad guidance on major policy areas Description or examples: In providing a responsive service delivery function there is pressure to meet tight deadlines to satisfy customer requirements in an environment with a wide variety of problems unexpected challenges which requires the skill to prioritise. The job requires the incumbent to be able to hle authority expediently, be orientated towards immediate accomplishments to be a firm decision maker Part of the challenge lies in an ability to harness appropriate advice, guidance or assistance timeously from key stakeholders. Requires an innovative individual who can think laterally, who has business vision who can take an idea move with it to conclusion Working Conditions 1: International Travel may be required Working Conditions 2: Rest of Africa travel may be required Physical Requirements 1: No specific physical requirements Physical Requirements 2: No specific physical requirements 12

13 Head, Operations Head, Manager, Business Improvement Manager, Change Enablement Manager, Card Operations Production Head, Group Real Estate Services (GRES) Manager, Procurement Manager, Client Services Manager, Operations Control & Reconciliations 13