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Business Plan for the Value Chain Group
Citation preview
Business Plan: The Value Chain
Corporate Consulting Group, Pakistan B56, Block 5, Gulshan e Iqbal, Karachi 75350 Cell 00 92 (0) 333 2138742 & 00 92 (0) 333 Email: [email protected] January ‘2013
Alavi, Sohailuddin &
Ghazi, Muhammad Shehryar
This document presents recommendations on the
institutional structures and business strategies for
Fatima Khalid Publications Pvt. Limited, Pakistan
Proposal
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Table of Contents
I. Corporate Overview 4 a. Introduction 4 b. Proposed Vision and Values 5 c. Proposed Planning Process 5 d. Proposed Key Performance Indicators 5 e. Proposed Theme Logo 6 f. Proposed Corporate Structure 7
II. The Value Chain Magazine Division 8 a. Strategic Outlook 9
i. Market Competition Analysis 9 ii. Proposition 9
b. Proposed Product Benefits and Features 11 i. Introduction 11 ii. Benefits 11
iii. Features 12 c. Proposed Sales Plan, Strategies and Processes 13
i. Institutional Focus 13 ii. Individual Focus 13
d. Proposed Organization 15 i. Structure 15 ii. Performance areas and indicators 15
e. Indicative Budget Format 17 III. The Value Chain Training, Institutional Consulting and Business Research Division 19
a. Strategic Outlook 19 b. Emerging opportunities and challenges in Pakistani financial sector 20 c. Gap Analysis 21 d. Proposition 22
IV. Training Services 24 a. Context 24 b. Stakeholders needs and expectations analysis 24 c. Human resource development paradigm 25 d. Proposed policy framework 25 e. Proposed training process 28 f. Proposed organization 29 g. Proposed curriculum framework 30 h. Proposed faculty 32
V. Institutional Consulting and Research Services 33 a. Proposed consulting services 33 b. Proposed business research services 33
VI. Appendix 34 Exhibit 1 Baseline Survey on Training Impact Analysis 34 Exhibit 2 Indicative Contents for Accredited Training Programs 39
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Corporate Overview
1. Introduction
Fatima Khalid Publications is an emerging conglomerate aiming to contribute in the development and
growth of pragmatic business information for augmenting professionalism and knowledge for improved
business culture in Pakistan in particular. Dr. Zeeshan Khalid, Chief Executive Officer of KG Traders is the
sponsor of the conglomerate. Dr. Khalid has successfully mobilized a team of seasoned business-persons
and banking professionals to manage the conglomerate.
The conglomerate is a for-profit company with clear commitment to advance professionalism and
knowledge foundation in business and banking sectors. It is helping businesses and banks in unleashing
their opportunities and tackling challenges that are likely to deteriorate the potentials through
supplementing reliable and valid information and augmenting professionalism at all levels.
Vision of the conglomerate reflects its commitment. It says, “To continually Empower Perspectives for
Better Decisions”. The vision will be lived-by three distinct yet complementary initiatives, namely; The
Value-Chain Magazine, Value-Chain Corporate Research and Training Services, and Value-Chain
Advocacy and Publications.
The three distinct initiatives will operate under the umbrella of Fatima Khalid Publications Pvt. Limited
being the parent entity. Fatima Khalid Publications Pvt. Limited will be responsible for instilling strategic
directions, providing resources and monitoring accomplishments in each initiative. Nevertheless, each
initiative will be independently empowered to manage its operations in a suitable manner marching
towards its goals set by the parent organization.
Sales and Public Relations, Finance, Administration and Logistics services shall be available on shared
basis, and work under direct control of the parent organization. This arrangement will help maintain
cost of doing business within competitive limits though economies of scale.
The Value Chain Magazine
Value Chain Training,
Institutional Consulting and
Research Services
Value Chain Advocacy & Publications
Finance, Administration and Logistics
Sales and Public Relations
Vision
Empowering Perspectives
for better business decision making!
Fatima Khalid Publications Pvt. Limited
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2. Proposed Vision and Values
Our Vision: Empowering perspectives for better business decisions…
We shall live by our vision through continually: Investing in action research and disseminating information; and, Developing knowledge-base for home grown strategies and solutions for the existing and
emerging business opportunities and challenges, respectively. Our Values:
Always reaching out to increasing standards of professional integrity; ethics; and social norms…
Always striving to attain excellence in our products and processes…
Always adhering to the best professional practices and standards…
Always ensuring maximum value for our customers in particular and all stakeholders in general…
Always conducting in a responsible and productive manner…
Always be an exemplary Corporate Citizen…
3. Proposed Corporate Planning Process Corporate plans would ideally be decided on three-year horizon. These plans would cover the
followings:
Types of initiatives (Strategic Business Units) to be maintained
Market focus and penetration: overall and on individual unit basis
Profit targets: overall and on individual unit basis
A planning committee comprising of CEO as the committee chairperson, Chief Operating Officers of each
unit, Director marketing and Director Finance will be formed. The committee shall be responsible for
planning, implementation monitoring and performance evaluation. Preliminary deliberations on the
corporate plan shall begin amongst the members in the back drop of market feasibility and the last plan
at least three months prior to the date of plan initiation. Subsequent to general consensus and approval
of the corporate plan in the committee, the Finance Team shall prepare budgets which would later be
considered and approved by the committee. Committee members shall regularly meet on quarterly
basis for implementation monitoring and performance evaluation of the plans.
4. Proposed Key Performance Indicators
Key Performance Indicators provide specific and measurable measure of performance. Separate Key
Performance Indicators are being developed for each unit:
Unit Key Performance Indicators
Value Chain Magazine - Circulation / subscription - Readership
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- Revenue : Cost ratio
Value Chain Research and Training Services - Number of training courses delivered - Average number of participants per training
course - Aggregate training feedback - Revenue : Cost ratio
Value Chain Advocacy and Publications - Number of policy issues advocated - Number of publications - General response of businesses and banks - Revenue : Cost ratio
5. Proposed Theme Logo
Organizations’ vision or theme makes each organization different and focused. It is this vision that
provides reasoning and direction to individuals within the organization to align their actions towards the
organizational goals. Secondly, undoubtedly theme matters more than the product itself in customers’
buying decisions. Therefore it is imperative to develop and disseminate clearly organizations’ vision or
theme in the market, for it helps build differentiation; grab customers’ attention and develop customer
loyalty. Logo (insignia) is a powerful and effective way to communicate the vision or theme of
organizations, for it eliminates usual language barriers and becomes a universal mode of
communication. For example, PSO logo has Sun and a Crescent which communicates its 24/7 availability.
Conventionally banks’ logos used to have a Lion to depict security. Citi Bank use Umbrella as its logo to
assure that the bank provides umbrella when it rains a typical metaphor generally referred to for the
financiers. Likewise, the FedEx logo has a built in arrow that portrays speed and accuracy in logistics.
Fatima Khalid Publications Pvt. Limited needs to be
distinguished from many similar businesses in terms of its
commitment on one hand and it needs a rational basis to
connect different strategic business units operating within.
Nothing can be more cementing then a theme logo. The
proposed logo follows the vision or theme of the company.
The lines rising to 90o represent re-alignment of
perspective up-north i.e. needed for empowerment.
Secondly, as the lines move towards up-north they also
become thicker, which illustrates that the perspective is
getting stronger and reliable. Finally, Fatima Khalid
Publications Pvt. Limited products and services are
customized resources for empowering minds.
Res
ou
rce
for
Emp
ow
erin
g M
ind
s
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6. Proposed Corporate Structure
Board of Directors
Chief Operating Officer, VC Magazine
Chief Operating Officer, VC
Research, Training and Consulting
Chief Operating Officer, VC
Advocacy and Publications
Director Marketing and Sales
Director Finance, and Administration
Planning Committee
Group Chief
Officer
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The Value Chain Magazine Division
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Strategic Outlook
a. Market Trends Analysis
Conventionally magazines have operated as inserts to national newspapers in Pakistan. Different
reasons such as reading habits of consumers have restricted growth of publishing houses. However with
the recent boom in creative fields such as economic globalization, technology, fashion, music and
movies have resulted in magazines gaining popularity.
An analysis of the top 10 magazines in Pakistan terms of circulation and readership, lifestyle magazines
have the highest share. Their target market is generally upper middle class and upper class segments.
They offer content along the lines of celebrity interviews, party coverage and reviews. They provide
their readers insider access to elite circles which otherwise cannot be penetrated.
Another important aspect is digital integration. The modern reader wants to experience content in real
life, not just on paper. Most magazines have identified this trend and have dedicated digital platform
which not only complement their print versions but enhance the content. For instance, a huge amount
of audio video content which accompanies events such as talk shows, fashion shows, concerts and
parties is available through the magazines’ online platforms.
In the context of Pakistani magazines focusing on business professionals generally have very low
circulation and consequently low readership. Business professionals rely on other mediums of
information such as television shows, their respective organizations and colleagues. Unlike lifestyle
magazines, business magazines are unable to offer a unique proposition to readers which they cannot
find elsewhere. The Pakistan & Gulf Economist which is the most successful business magazine in
Pakistan in terms of its circulation and outreach, has built both on its history and has incorporated a
decent digital component.
According to the consumption trends of readers and content analysis a ‘vacuum of advice’ is clearly
visible especially in business and professional magazines. Lifestyle magazines have been able to
capitalize on this concept whereby they connect ‘experts’ to readers. These ‘experts’ are individuals who
readers aspire to be or who’s lifestyle are appealing to the readers. Similar niche can be identified in the
business sphere. Content needs to be modified and positioned in a way which business professionals
find aspiring and relevant. Also, content that is not available through other channels hence giving
consumers incentive to invest in subscriptions. Market research focusing on needs of the business-
professionals in the corporate setting would reveal different themes which can be the key to targeted
content generation.
b. Proposition:
The modern reader demands information and content which is interactive, in real-time and exclusive.
More specifically the business professional wants information and content which will help him/her make
better decisions for their own selves and their organizations.
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The Value Chain magazine will offer the ‘value-added’ proposition. It will offer content which explicitly
adds value to different aspect of the readers’ life. A student of the business discipline will gain insights
into the corporate world and career advice. A new recruit will find interviews of executives that share
their experience in climbing the corporate ladder. Management will be able to relate to other
businesses through case studies covering experiences, initiatives and dilemmas various organizations
face. Executive personnel will have a medium to showcase their achievements and learning’s in the form
of interviews and opinions.
The Value chain magazine will challenge the status quo of business magazines and offer an interactive
platform through its digital component. A full functional website will be there for users to visit and
experience materials such as audio video which a print publication cannot. Some articles would be free,
while others would be given access to through online subscriptions.
Rather than working as a one-way communication mechanism, the Value Chain Magazine will encourage
consumers to interact and create content themselves in the form of blogs. Hence allowing the readers
to ‘be part’ of the conversation and not be merely ‘readers’.
Overall, The Value Chain magazine will be placed as a state-of-art platform in the business sphere
providing its consumers with content which enriches them to make better informed decisions, and
allowing its consumers to share their experience and spark an ongoing conversation which acts as a hub
for knowledge transfer, ideas exchange and intellectual growth.
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Value Chain Magazine – The Product
1. Overview
The Value Chain magazine is aiming to build its brand as “An innovative solution driven business
bulletin”, which offers reliable and valid analyses and articulate solutions for the contemporary
businesses and financial institutions besides building effective communication bridge between the
businesses on one side and the financial services institutions on the other
Thus it shall maintain focus on business managers and financial service professionals as its core
customers. Nevertheless it shall also cater to the learning needs of the students of business and finance
2. Benefits
Inspiration from accomplished professionals from within
Reliable and factual knowledge for informed decision making
Leads on emerging opportunities and challenges
EUREKA effect in solving business dilemmas!
3. Features
a. Profiles
This section tentatively should aim at identifying, acknowledging and taking stock of the achievements
and contributions of the select business and financial leaders, particularly in Pakistani context.
The objective is to pay tribute to them and to present them as role models for youth. The personality
analysis should focus on real time achievements, attitude towards life and work, moral values, and
quality of life. The profiles must culminate into a moral for others to follow.
b. Industry Analysis
This section tentatively should aim at describing in a candid and verbatim fashion the SWOT and the
Competition dynamics in particular of an industry or sector from the stand point of investors and
financiers.
The objective is to provide reliable and valid basic information on varied enterprises to directly aid the
investors and financiers make informed decisions and also to provide food for the policy process. The
analysis must culminate into specific recommendations vis-à-vis opportunities and how to approach
them.
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c. Financial Services
Banks are now correctly taken as next-of-kin for any business enterprise. However, much of the
potential advantages of banking services in leveraging business and lives remain untapped or could not
be accessed for lack of policy and process understanding by a vast majority of businesses and
individuals.
This section should tentatively unravel the hidden advantages and provide structured guidance on
availing the bank services in a befitting manner. In addition, play a proactive role in policy advocacy.
d. Management: Translating concepts into practice
The practice of management is surrounded by misnomers, thumb-rules, out of context theories and
most important of all self-proclaimed practices all leading to deterioration in the effectiveness of
management process.
This section should tentatively aim at developing more pragmatic and innovative perspective, necessary
for casting management solutions that fit within the contextual framework of the contemporary
businesses and their real life challenges.
e. Collage
This section would contain a host of articles in the following areas, namely; Emerging issues, Fiscal and
monetary policy and regulations, Innovative technology, Social and moral issues, Healthy living, Sports,
Light entertainment, etc.
The very purpose of this section is to provide a break from serious mind-boggling literature besides
creating awareness in diverse directions in subtle way. This would help develop holistic perspectives and
cognizance of emerging trends and their likely impact on business and banking.
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Sales Plan, Strategies and Processes
II. Institutional Focus
i. Pitching:
The pitch needs to be brief and aim towards highlighting
benefits to organization and its employees. For instance, while
pitching to a FMCG company focus should be on content which
provides insights into consumer’s buying habits, analysis of
marketing campaigns in Pakistan and global examples. Line
Managers: Considerable tailoring needs to start at this stage. It
is essential to identify what function the manager belongs to,
and be sent relevant content. For instance, when following up
with a supply chain manager content which revolves around
development of new distribution channels should be shared.
ii. Timely deliveries
It is extremely essential that magazines are delivered on time. Apart from delivering the magazine on
the correct date, it is imperative that content is also timely and relevant. For instance, a new product
launch should be covered in the same months issues it was launched.
iii. Communication
Corporate professionals often hold communication a very high priority. Hence, it is extremely important
to have clear lines of communication between readers and the magazine. Readers should be allowed to
comment and share the content. This can be done through digital as well as on paper where readers and
e-mail their queries etc.
iv. Customer Relationship
Building and maintaining a customer relationship database is also very beneficial. This will allow creating
a community and platform where opinion and ideas could be exchanged. Monitoring this database will
ensure Value Chain magazine knows its customers and provides them with content based on their
preferences. Digital integration is necessary for this to work. An online forum where readers can discuss
articles and get enhanced content through multimedia will not only increase recall for the magazine but
also strengthen the brand community.
III. Individual Focus
i. The Prospective Readers
Universities and colleges that offer business programs are ideal avenues which should be pursued. The
idea is to position Value Chain magazine as a supplement to the students’ course material which would
Business Develo0pment
Cycle
1. Pitch the CEOs
2. Follow up with line
managers to solicit
subscriptions
3. Ensuring timely delivery of magazines, all the times
4. Communicate
with Employees on
360o basis
5. Build Personalized
Customer Relations
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help in their professional development. Content revolving around career counseling and guidance would
serve the purpose.
ii. Incentivizing
Student packages need to be tailored. Online subscriptions may
sound more appealing to some students. Similarly offering
discount pricing or offering workshops on campus relevant to
their field of studies will spark conversation. Besides, offering
competitive commissions to retail outlets will encourage them to
sell the magazine more aggressively
iii. Timely Deliveries
The volumes shall be delivered always on schedule. This will allow readers certainty of getting the
magazine on time which will in turn help them plan their activities more precisely.
iv. Point of Contact
Identifying where readers purchase books and magazines would be necessary for this strategy. For
instance, bookstores in upcoming malls have a fairly wide reach in the upper and middle classes. Setting
up an interactive kiosk which would inform the customers regarding offerings of Value Chain magazine
would serve as a brand communication vehicle. Sales representatives must be presentable and well
versed in the content that Value Chain magazine carries.
Business Develo0pmen
t Cycle
1. Reach out the Prospective
Readers
2. Forge incentive based
relationships with outlets
3. Ensure timely deliveries of
magazines, all the times
4. Meet the customers at
the outlets and encourage
subscription
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Organization
1. Proposed Structure
Magazine organization structure comprises of three teams , namely;
Business policy and strategy,
Product development and
Product sales.
The unit’s business performance targets will planned and business performance will be measured on the
following criteria:
Circulation / subscription
Readership
Revenue to Cost Ratio
2. Proposed Performance Areas and Indicators
a. Business Policy and Strategy Team
It will be responsible for developing operational plans and strategies based on the corporate plan,
capture tabulate and analyze performance data and prepare recommendations for the Corporate
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Committee. The Business policy and strategy team will comprise of Chief Operating Officer / Editor in
Chief, Sales Manager and the Adviser. See diagram below
b. Product Development Team
The Chief Operating Officer / editor in Chief will lead the Product Development Team. The team will be
responsible for the development and production of the magazine. This includes following tasks:
Contents planning – deciding the topics for the issue
Identifying and contracting with individuals for writing articles
Review and editing of the articles/profiles
Text and page formatting of the magazine
Cover page design
Coordinating production of the magazine
The COO / Editor in Chief will have on board with him an assistant editor, CAD specialist and a logistics
coordinator. The Team’s performance will be measured on the following criteria:
Contents’ consistency, reliability and validity
Access to qualified contributors
Professional design
Cost effectiveness and timely printing
c. Product Sales Team
Sales or Business development team will work under the direct supervision Head of Sales and Marketing
as a shared resource. Main responsibilities of the Product Sales Team are as follows:
Institutional relationship development and management
Retail dealers relationship development and management
Managing subscriptions
Solicitation of advertisements for printing on regular basis
Promoting and monitoring sales
The Head of Marketing will have on board a dedicated Sales-Coordinator for the magazine, Field Sales
Officers, Tele marketing and Sales MIS Officer. The Team’s performance will be measured on the
following criteria:
Increased awareness of the magazine
Increased circulation
Selling at competitive price
Establish brand image
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Indicative Budget Format
Projected Sales / Circulation
i. Indicative Price Estimates
ii. Subscription (Indicate number of copies)
a. Institutions
b. Individuals
iii. Over the Counter (Indicate number of copies)
a. Book Shops
b. Fairs and Exhibitions
Projected Sources of Revenue
iv. Subscription Revenue
a. Institutions
b. Individuals
v. Over the Counter Revenue
a. Book Shops
b. Fairs and Exhibitions
vi. Revenue from Corporate Advertisements
a. Private Sector
b. Public Sector
vii. Gross Revenue
a. Subscription
b. Counter Sales
c. Corporate Advertisements
Projected Cost Drivers
viii. Product Cost
a. Paper and Printing Cost
b. Honorarium to Contributors
ix. Marketing and Sales Cost
a. Business development expenses
b. Publicity and advertisement expenses
c. Commission expenses
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d. Cost of complimentary copies
x. Overhead Expenses
a. Salaries
b. Utility charges
c. Rent of the premises
d. Office supplies including computer suppliers
e. Depreciation on office equipment
Projected Targets
xi. Gross Revenue
- Sales
- Corporate Advertisements
xii. Cost of product
- Variable
- Fixed
xiii. Net Profit before Income Tax
Note: The above budget projections shall be developed on quarterly basis, along the product-life-cycle.
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The Value Chain Training, Institutional Consulting and Research Division
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Strategic Outlook
1. Emerging Opportunities and Challenges in Pakistan’s Financial Services Sector
Financial Analysis
Potentially lowering margins and relatively
higher fixed cost structures are likely to shrink
profitability hence competitiveness, unless
institutions increase their business volumes,
reduce cost of doing business; and, improve
employee productivity at group and individual
levels
External Analysis
Opportunities: Financial services sector in
Pakistan particularly and in the neighboring
countries will continue to grow in terms of its
products, customer outreach, market size, etc.
Threats: Continuing growth in the sector is
likely to increase cost of attracting and
retaining customers; bring down the average
rates of financial services and increase
effective cost of doing business; increase
capital adequacy requirements; last but not
the least, customers are likely to become more
demanding and price conscious. Re-
regulations require adequate risk coverage.
Institutional Analysis
Strengths: Financial institutions, in particular
five major local banks are well sunk in the
markets; have fairly good experience and
knowledge of various segments of the
customers; matured processes and products;
etc. Re-regulations followed by Internet and
telecom banking has opened up innovative
and efficient ways of reaching out to
customers.
Weaknesses: Experienced but inadequately
trained human resources to cope up with the
modern day challenges; Institutional incapacity
to sustain profitable opportunities; last but not
the least, intuitive decision making are a few
major gaps in the sector.
Strategic Implications
Growth potentials in the
financial sector are likely
to attract new entrants;
increase competition;
entail higher efficacies;
and, last but not the
least, increase
institutional exposures
and the risks potentials
thereof.
Institutions’ competitive
advantage would largely
depend upon their
speed of learning;
innovation and change;
access to technology;
and, ability to attract,
develop, engage and
retain high caliber,
morally responsible
professionals.
Strategic Goals
To capture, tabulate and analyze data and for informed decision making
To partner with the institutions in upgrading functional, managerial and leadership capabilities of all employees without bias and discrimination what so ever.
To help institutions augment their systems and processes
Business Strategy
To develop state-of-the-art institution for
research, training and consulting to cater
to the emerging development needs of
Pakistan’ financial sector in particular, and
of the neighboring countries.
Action Plan
Develop trainings and certifications in broad specializations in banking and finance
Develop portfolio of customized institutional, business and marketing research and consulting services
Build alliances with national and international accredited training and certification, research, and consulting agencies
Develop relations with national and regional financial institutions
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Strategic Outlook
2. Gaps Analysis
Capacity building has been an important goal for the Govt. sector organizations and financial institutions
in particular. Traditionally focus of these institutions has been on developing operational and
administrative competencies amongst newly recruited incumbents and in service professionals,
respectively. Service, FMCG and pharmaceutical sectors have also been active in developing their
professionals. However, their focus is more on sales and marketing. Recently, there has been up surging
of personality development trainings, normally referred to as soft-skills, across the sectors. In certain
situations sales and soft-skills trainings have dominated the operational and management trainings.
Ironically, however, recent tides of quicker job switching have constrained the organizations from
investing in their employees’ development. Yet, for the sake of window dressing and image saving
organizations are taking interest in some the lighter trainings with much little professional substance.
We may conclude that the concept of human resources development is well established since long.
However, a holistic and systematic approach is needed to bring about real training impact in terms of
sustained professional incubation and empowerment, and organizational development.
At present, many of the financial institutions have the requisite infrastructure available for the training.
Five national flag career management training centres are operating in the country namely, the National
Institute of Management, Karachi, the Administrative Staff College, Lahore, National Institute of Banking
and Finance, Islamabad, Pakistan Institute of Management, Karachi and the Institute of Bankers
Pakistan. The National Institute of Management, formerly NIPA, specializes in in-service training of
government administrators; the Administrative Staff College is the apex institute for the training of
freshly recruited incumbents in Pakistan Civil Services with advanced courses for in-service civil servants;
the Institute of Banking and Finance operates under the auspices of State Bank of Pakistan primarily
catering to the in-house capacity building of State Bank of Pakistan. In addition to this role, NIBAF also
provides training to the staff members of other Central Banks in the region and organize specialized
seminars and certificate programs in banking and finance; the Institute of Bankers Pakistan is the
examining body for the professional qualification in Banking and Finance in Pakistan. Besides, the
institute also conducts short training courses in banking and finance for the in-service professionals
working in the financial institutions. Many organizations, particularly banks and financial institutions
have their in-house training facilities. Furthermore, alongside these public sector institutes and in-house
training facilities there has been a mushroom growth of private training institutes offering short training
courses in diverse areas but primarily on soft-skills.
Nevertheless, many of these institutions lack capacity to deliver what is needed. Recently a survey was
conducted in a local bank1 to assess the efficacy of elaborate training function within. The survey
focused on a number of dimensions the most important of all was whether training was effecting
change in behaviors? The respondents were HR line managers. While the bank has been committedly
investing in the training of their personnel, the overall response of 99% respondents was in negative.
Two basic problems were identified. Firstly, it was observed that the faculty in particular was unaware of
the impact of training that was needed. Consequently, end-of-training evaluations were done at the
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affective level to demonstrate that training is being done rightly. Secondly, training curriculum was
generally divorced from the real world of work. On one hand theoretical contents were demonstrated
without adjusting to the prevailing work context and on the other stereo-type curriculum was dominant.
In short, much focus is on transferring the raw information rather than empowering the participants to
be able to analyze real life situations and dilemmas and learn to improve on a continuous basis. Sadly
but factually trainers operate more from administrative orientation than as a process specialist.
Moreover, the trainers lack first hand and current understanding of the real life work situation either
because of being in the training function for long their understanding of the current work environment
became obsolete or they never were practicing managers. The cited survey clearly demonstrates urgent
need for up-grading the institutional capacity and curriculum, and integration of training within the
overall human resource management process to secure the target training impact.
We have basis to believe that similar problems are faced by most of the financial institutions in
managing their in-house training facilities. The evidence is that to overcome lack of institutional capacity
many financial institutions are resorting on training consultants. Subsequently, there has been
unprecedented emergence of freelance trainers and training firms. On one hand this has provided to the
financial institutions greater flexibility and choice but on the other hand some new challenges have
come up reducing the efficacy of training investments. The outside trainers lack understanding of the
work culture and context of the organization. Sometimes they even lack subject knowledge or at least
the application of it in the work situation. As a compromise, both the financial institutions and trainers
have resorted to focus on rather mundane training areas while ignoring substantial contents – the so
called motivational trainings and trainers. Last but not the least challenge facing the financial institutions
in developing their human resources is cost benefit of investing in them. Absence of long term
commitment and loyalty of the employees and hiring on contractual basis by the organizations have
effectively reduced the average term of employment relationships. In the given scenario investing in the
development of human resources is a difficult decision for the institutions.
3. Proposition
The Value Chain Training, Institutional Consulting and Research Division will carve its niche in the
corporate world of work by focusing on integrated services i.e. Training, Institutional Consulting and
Research. It will accordingly build its capacity commensurate with its defined role to offer stat-of-the-art
services in business training, consulting and research to gain competitive advantage in the market.
I. Training shall be the core activity of the Division. Focus on ‘high-end’ programs; and, ‘back-end’
training processes will be the value chain strategy. The high-end programs would include
corporate conferences, professional forums and policy roundtables. Back-end consultancy
would encompass competency profiling, curriculum development, modules development,
training process engineering, and train-the-trainers programs. It is hoped that this strategy
would provide sustainable competitive advantage and would allow premium pricing of the
services.
It will develop accredited trainings and certifications in diverse disciplines such as banking,
Islamic finance, micro-finance, enterprise management, supply chain management, and
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information technology with special emphasis on ERP solutions. All trainings and certifications
will essentially focus on immediate advantages to the participants and their organizations. The
Division shall build relations with Universities, Financial Institutions, Industry and Trade
Associations for technical collaboration and accreditation.
II. Institutional consulting services is the second leg to compliment human resource capacity
building initiatives of partner institutions. The consulting services will be offered in Business
planning and feasibility development, Human Resources including head-hunting and third party
employment, Institutional development, Business Process Improvement and ERP solutions,
Marketing and Supply chain management.
III. Business research is the third leg aiming to solicit outsourced research projects from partner
institutions. The research services provide support in the areas of business research, in-company
diagnostic surveys, business planning and feasibilities, marketing focus groups, etc.
A coordination council consisting of accomplished and practicing human resources and training
professionals shall be commissioned to build effective linkage with the constituents and access
communication channel to assess market needs and expectations. The council membership shall be by
nomination and voluntary for a term of two years. The council members shall appoint the chairman
amongst themselves for a term of two years. The Chief Executive Officer of Fatima Khalid (Publications)
Pvt. Limited and the Chief Operating Officer of the Division shall be the permanent members of the
council. While the Director Marketing and Administration shall participate in the council as non-
members. The council shall convene on quarterly basis to review the activities of the preceding quarter
in retrospect and to make recommendations for the next quarter activities.
1. Please refer to Exhibit 1 for detailed survey findings
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Training Services
1. Context Upon auditing the contemporary scenario, we have basis to say that following practices are much
prevalent. These trends have impacted upon the human resources development goals and orientation.
Thus it is imperative to take into account these practices while articulating new training strategy:
Organizations are becoming lean, which is inducing multi-tasking at individuals’ level, which in
turn means complex jobs and fewer head count for higher competitiveness
Technology has enabled transformation of operational tasks into much simpler at the front end.
Hence IT and Customer Management competence dominates over procedural skills
The new entrants have focused preparation in professional education such as accounting,
economics, finance and banking but alongside they seem in a rush to climb up the hierarchy and
are reluctant to work at the front end. Similarly, officers with ten years or more experience are
now becoming plateaued although they are the ones who have much understanding of the work
environment and can contribute at much higher level. Training curriculum needs to address
these and similar challenges.
Organization structures are being transformed into teams raising the need for improved
interpersonal skills, empowerment, coordination, decision making and shifting focus from status
to roles across the echelons
Increasing competition amongst traditional and non-traditional players warrants competitive
mindsets and a sense of urgency for results
Last but not the least, re regulations and governance are now much significant in doing the
business, which has led to sophistication in the business processes and decision making. In turn
all this has entailed specializations in various critical functions such as corporate governance,
risk management, compliance, etc.
2. Stakeholders’ Needs and Expectations Analysis
The statement that, “Training is the prerogative of the trainer” is a myth. It has no meaningful basis. In
reality an effective training process is essentially driven by three critical groups, namely; The Trainee,
the Trainees’ work organizations, and the Trainer (Training Organization). This leads to a further
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clarification that “Training” is not the end in itself. Rather training
should essentially cause change-for-better at the Trainees as well
Trainees’ work organizations levels. This is only possible when the
Training Organization takes into account the specific needs and
expectations of the other two groups in designing, development
and delivery of training programs.
Typically Trainees would expect enhanced work capacity as an immediate return from a training
program. In addition to this, the Trainees also look for long term benefits of participating in a training
program, such as improved chances of career advancement and mobility. Similarly, Trainees’ work
organizations sponsor implicit as well as explicit cost of training. Hence, the organizations envision
positive return on this investment in the form of improved employee productivity and their readiness to
perform in the changing environment, which will likely to be different from today.
3. Human Resource Development Paradigm:
Human resources development is a complex process
compared to training which is rather a simplistic process of
instilling task knowledge and skills alone. In other words, a
typical human resource development process spans across
individuals’ career and has multiple dimensions to it. At the
Value Chain we describe the human resource development
paradigm as a three stage process, namely; imparting task related knowledge and skills, inculcating
professionalism, and developing leadership. This is accomplished through a multi-directional
development strategy whereby the employees are given the task related knowledge and skills,
inculcated professionalism and leadership competencies.
4. Proposed Policy Framework
At the (“Value Chain”) we believe HRD initiatives should essentially lead to higher productivity and
career benefits to the organizations and their participants, respectively. Thus we express our policy
commitment in terms of the value the training function is responsible to create in response to the
envisaged needs and aspirations of the partner financial institutions and participants…
Leadership
Professionalism
Knowledgeable
and Skillful
The HRD Paradigm
Participants
Career
Development
Opportunities
Enhanced
capacity to
work
NBP
Management
Improved on
the job
performance
Readiness to
perform in the
future
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5. Living the Commitment
Together with partner organizations aim to unleash the human resource potentials into Smart-Competence, and harness it towards improved business productivity; competitiveness; and, higher career prospects!!!
Mission
We shall continually invest in our institutional capacity and competitiveness; adopt customer
focused strategy; guarantee demand driven process based and result oriented curriculum; engage
high caliber faculty; provide adult learning environment; and state of the art infrastructure and
training facility.
Focus
Smart competencies are a set of generalized contours that are likely to enhance employees’ on
the job productivity and future potentials for building and sustaining organizational competitive
advantage today and tomorrow. Each competence is elaborated in terms of its specific and
measurable characteristics. Together with our constituents, we aim to inculcate following
essential SMART competencies:
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i. Professionalism:
Moral character; social responsibility; self-awareness; independence of thoughts and decisions;
commitment; attention to details; harnessed motivation; attitude; assertiveness; ownership;
predictable behavior and presentable personality; and, last but not the least discipline per se i.e.
living the organizational values and norms
ii. Empowerment:
Knowledge of the context; sense of right and wrong; sense of direction; ability to make good
decisions; know the outcome of one’s own decisions and/or action; ability to think in terms of a
bigger picture; and last but not the least, clarity of vision
iii. Profit focus:
Focus on profitability; concern for effectiveness and efficiency; understanding risk and their
mitigates; ability to see opportunities and threats; ability to focus on bank’s interests
iv. Customer focus:
Value for customers; empathy for their problems; concern for their solutions; and, responsibility
towards customers
v. Proficiency:
Job knowledge and skills; doing right things right; systems thinking; business rationality;
regulatory and policy compliance; product and process knowledge and skills; time management;
and, team work
vi. Development:
Continuous learning and improving; expanding horizon; and, readiness to move to higher
responsibility level
Strategy
Evolve standardized competency based accredited curriculum
Ensure demand driven process based and result oriented training contents
Make learning convenient, exciting and rewarding experience
Identify relevant and skilled resource persons
Expand outreach
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6. Proposed Training Process
i. The key objectives of the educational or training process is:
a. Better performance by the student of his or her job (current or future)
b. Improved motivation for the student;
c. Additional specific competencies (knowledge and skills) that helps him or her perform the job
efficiently and effectively
d. That the student should be able to explain the importance of the lessons that he or she has
taken/learned;
e. Better understanding by the student of the significance of his or her performance/job in the
context of overall department and/or organization goals / strategy.
f. Better decision-making by the student within his or her job context.
ii. Building Blocks of Optimal Learning
To make trainings effective it is imperative to understand the building blocks of optimal learning, that is,
the variables that affect student learning. The relationship of these variables is rather complex depends
considerably on a good understanding of the local conditions, as well as on international best practices.
a. Learning is individualized, depending upon the individuals’ learning needs, motivation and flair.
b. In a group, learning will always be along a bell-curve as a smaller percentage of students will
demonstrate optimum learning while a larger group will have average learning and a smaller
percentage of students will experience a lower level of learning.
c. External factors will also affect the learning. Namely; the trainee-organization and the training-
environment.
Work environment: whether the organization of the employee-bank or MFI (immediate line
manager in particular) identifies the right learning needs, facilitates learning objectives,
encourages implementation of newly learned knowledge and skills, last but not the least
organizational culture.
Training environment: The training environment and particularly the trainer(s) competence
and personality have a significant impact on learning. For instance, the trainer has to have a
good facility in the subject matter, needs to use appropriate learning methodologies and
tools, can develop/provide easy to study reading materials, and last but not the least
demonstrate an inspirational attitude that encourages learning. The training contents
should also have practical relevance and validity and the timings and logistics must be
considered.
iii. Critical Learning Steps
The following points outline probable critical learning steps that being considered to aid optimal learning. However, these steps are meant to be illustrative, and not exhaustive.
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i. Focus on Competencies: Key point for success depends on developing new or better capacities in the students. Students should be able to better understand the subject matter and relevance of the topic, the lesson and relevant steps (process).
ii. Assessing Understanding: Testing through oral or written examinations, the intellectual knowledge (concepts and vocabulary);
iii. Testing through demonstration: Practical knowledge (capability) can be best tested through demonstration – what the student can do. For instance, for internal audit the student should be able to go a department and set up an audit plan and implement it. Similarly, if the training is on how to make presentations then a good test would be that the student should give a presentation at a short notice on a topic.
iv. Internalization of lessons: Ultimately the success has to do with how well a person has internalized the lessons, has taken them into their own way of thinking and how well they can use this information to develop further answers to problems. (problem solving approach)
v. Repeated implementation: Learning will come through repeated implementation of the information or techniques – to really learn a new word one must use it several times.
vi. Motivation and inspiration: Motivation cannot be done mechanically: through a rote process of certain steps. It cannot be a simple recipe, but requires passion on the part of the trainers, and real understanding.
vii. Local context and language: Motivation is context-driven. Discourse in a foreign contents and language will be less effective and may not work at all.
viii. Personal motivation: Motivation is personal. At the end of the day, a personal relation is necessary to develop and encourage motivation. This is a matter of the personality of the teacher and/or trainer. Trainers who cannot motivate, no matter how good the methodology of a course, the learning will be only marginally successful
ix. A combination of factors needed for success: One must have a combination of good methodology, developed in the context of the student, and good people for the teaching, who can inspire other people and motivate them.
7. Proposed Organizational Structure
SMART Competency
Professionalism
Empowerment
Profit focus
Customer Focus
Productivity and Proficiency
Development
Corporate Seminars Portfolio:
Corporate seminars and policy roundtables
Functional Trainings Portfolio:
Certificated / accredited trainings in specialized banking skills
Management Trainings Portfolio:
Certificated / accredited trainings in business, leadership and
organizational skills
Planning and CoordinationDeveloping training policy and curriculum, Planning of training programs, Review of training programs, Establishing quality standards and processes
IT Support
Administration and Logistics Support
Marketing Support
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The organization structure is envisaged in line with the indicative curriculum framework. Hence, the
training process shall have virtual functional hubs, namely; the planning and coordination function, core
function (Functional training portfolio, Management training portfolio, and Corporate seminars
portfolio) and critical support functions (Marketing & Business Development, IT and Administration).
Each function shall have distinct scope of work described in as explicit manner as possible. The support
functions will be common and serve every division within the group. See figure above.
8. Proposed Curriculum Framework
Curriculum refers to a standard set of courses or
programs leading to a specified qualification. In
our context, curriculum would be relatively a
broader concept, for in banking we offer streams
of courses each leading to a different qualification.
For instance, the stream of courses in credits
would be rather independent of stream of courses
in financial services marketing. Having said this, we
need a set of curriculum to offer qualifications in
various facets of modern banking. However, we
would still need standard stream of courses for
each curriculum. See the figure next.
We at the Value-Chain envisage offering training programs under the following categories:
Accredited Training Programs Business Seminars and Workshops Policy Roundtables and Forums
Accredited trainings programs aim to develop specialized professional and managerial competence to
prepare the young professionals perform even better on-the-job and also to develop necessary
competence along their career paths2. The specializations would cover Credits, International Trade and
Finance, Compliance, Internal Controls and Risk Management, Retail banking operations, Corporate
banking operations, International banking operations, Islamic banking operations, Effective
management and supervision. Business seminars and workshops are designed to cater to the continuing
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professional development needs of the middle managers and heads of the departments in particular.
Fast track front line managers and Officer can also benefit from these programs. Main thrust of these
programs is on professional refreshers and leadership development. Policy roundtables and forums
provide effective platform for senior corporate managers to jointly deliberate and advocate enabling
policy environment and promote standard professional practices to gain better business
competitiveness and sustainability.
“Proposed Value Chain Capacity Building Initiatives at a Glance”
Accredited Training Programs
Business Seminars and Workshops
Policy Roundtables and Forums
Focus Immediate work
performance
Development along the
career path
Continuing professional
development
Deliberation and
advocacy on policy
environment
Promote standard
professional practices
through forums
Subject matter Specialized professional
and managerial
competence building
Professional refreshers
and leadership
development
Review, brainstorm and
advocate enabling policy
environment
Identify and advocate
standard professional
practices
Outcome(s) Improved current job
knowledge and skills
Increased on-the-job
performance
Enhanced professional
and managerial capacity
to deal with the business
emerging challenges
Better understanding of
the policy issues and
effective advocacy for
creating enabling policy
environment
Help in establishing
standard professional
practices to gain higher
business competitiveness
and sustainability
Measurement Criteria Participants’ performance
in post training
assessment and training
feedback
Participants’ assessment
in group discussions and
peer evaluations
Quality of analyses and
recommendations
Methodology Discourses, class
activities, presentations,
home assignments,
projects
Case studies, syndicate
work, group discussions
and presentations
Paper readings,
deliberations and group
discussions
Target Audience First line managers,
Officers and functionaries
Middle Managers, Heads
of department
Senior corporate
managers
Duration Long term, sandwiched
program
One to two full working
days
One to half day sessions
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9. Proposed Faculty
The Value Chain shall develop a pool of accomplished practicing managers and trainers to deliver its
training programs. A team of at least three resource persons shall deliver a training program. However,
in exceptional cases depending upon the topics, training program may be delivered by a lone trainer.
Below is the indicative list of visiting resource persons who may be recruited into the faculty pool:
Banking Skills i. Dr. Asrar H. Siddiqui, Senior Adviser Human Resources, MCB Bank ii. Mr. A. B. Shahid, Senior Consultant
iii. Mr. Muhammad Saleem Umar, Director (Executive MBA) Institute of Business Administration, Karachi
iv. Ms. Tahira Raza, SEVP/Group Chief, National Bank of Pakistan v. Mr. Shoaib Arif, Chief Operating Officer, ASA Pakistan (Microfinance) Institute vi. Mr. Sumair Siraj, Associate Professor, Sindh Madrasatul Islam Institute of Business
Institutional Management Skills
i. Abdul Ghafoor, Adviser Karachi Electric Supply Corporation ii. Mr. Ozair A. Hanafi, Senior Consultant
iii. Dr. Athar Siddiqui, Associate Professor, Dawood School of Business and Leadership iv. Ms. Azra Maqsood, Executive Director INJAZ
Organizational Skills
i. Mr. Ozair A. Hanafi, Senior Consultant ii. Mr. Zia-ur-Rahman, Management Consultant
2. Please refer to Exhibit 2 for indicative training contents on accredited training programs
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Institutional Consulting & Research Services
Introduction:
Institutional development is a well recognized need to continually enhance organizational productivity,
quality and competitiveness in modern times. The Value-Chain consulting services will solicit
assignments relating to institutional development, research and other non-core activities.
i. Consulting Services will be offered in following areas in particular:
Business planning and feasibility development, with special focus on transformation of
Microfinance Institutions into fully regulated Banks
Human Resources
o HR policies and systems
o Positions’ (job) analysis and profiling
o Competencies’ analysis
o Employees’ assessments and training needs analysis
o Testing and Recruitment
o Head hunting
o Third party employment contracting
Business Process Improvement and ERP solutions
o Business process analysis and improvement
o ERP (SAP) project management & implementation
o IT process improvement and quality assurance
Marketing and Supply chain management
Project Management
ii. Business Research Services:
In house employee surveys and assessments
HR surveys on industry practices, compensation, etc.
Qualitative market research: focus groups, panel discussions, etc.
Quantitative market research: various types of surveys
Baseline surveys in multiple areas
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Appendix
Exhibit 1
Baseline survey on Training Impact Assessment
The objective was to map the perception of representative group from the field on the impact of
training on building SMART competencies across the cadres, solicit feedback on probable gaps and
recommendations on training curriculum, methodology, immediate training environment and available
physical facilities.
Initially, General Managers (Human Resources) from 14 regions were given this survey. Considering the
consistency of responses we had basis to say that the trends were indicative. However, because of the
smaller group size of the respondents, it was inconclusive. Subsequently, the survey was done across the
regions. The respondents were the Regional Chiefs and all General Managers working under a Regional
Chief. The survey was also conducted internally amongst the training faculty. Findings are reported
hereunder.
Survey findings are presented below: 1. Impact of Training – External Perception (n = 135)
65% (9 out of 14) or more respondents perceive low training impact on developing professionalism,
empowerment, customer focus, productivity and development. 50% (7 out of 14) respondents perceive
low training impact in fostering profit focus. We have basis to say that on the whole training impact is
being perceived as low.
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2. Training Gaps (n = 135)
Major gaps perceived by the respondents are that training contents not properly targetted; trainers’
capacity needs improvement; same training topics (contents) are continued successively. Other gaps
include, lack of continuity of training for individuals, lengthy training materials, less focus on case
studies, communication gap, trainers with no banking background, training followup process is missing,
insuffecient training duration, training not focused on resolving desk related problems, trainees are not
inovled, etc.
3. How to Make Trainings Useful for the Participants (n = 135)
Major areas for improvement include the followings: Training contents should relate with practices,
faculty should adopt new techniques, training at door step. Other areas include the followings:
continuity of trainings per individual, reduced volume of training materials, pre and post training
assessments, trainers from the field/operations are more beneficial, training material should be
provided before hand, trainings should be linked with career development, same trainings should be
repeated with some intervals.
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4. How to make training useful for the bank (n = 135)
Most important of all the improvements is that training faculty should have working expereince on the
topic. Next important areas include ensuring friendlier / adult behavior with the trainees, TNA needs to
done participatively and short duration programs are to be offered at the door step. Finally, training
need to focus on helping participants find solutions for their desk related problems and training on new
policies, procedures and products should essentially be conducted prior to implementation of the same.
5. Recommended Training Areas (n = 135)
More than 75% respondents recommend trainings in IT Skills / CBS, Management and Leadership,
Operations and Soft skills. Other important training topics include, compliance and regulations,
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customer care, risk management, loans and credits, internal controls, team building, EDP/SSR 1980,
Cashiers’ training, and culture.
6. Average Training Requirements (n = 135)
Officers / fresh inductees 20 days on average, Managers / AVPs about 15 days on average, VPs and SVPs
10 days on average and senior executives about 5 days on avarege in a calander year.
7. Training Environment (n = 135)
Almost 50% respondents suggested change in the behavior of the trainers and training managers. Other
dimensions include fostering supportive environment, better treatement of the trainees and reduced
daily training hours. About 50% did not respond to this question.
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8. Physical Facilities (n = 135)
More than 50% of respondents believe there is a need to modernize the training rooms, introduce
computer labs, provide access to internet and library should have current materials. About 45% did not
respond to this question.
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Exhibit 2
Indicative Contents for Accredited Training Programs
i. Certified Branch Managers’ Program
a. Curriculum Focus: - Business Planning and Strategy
- Bank Marketing, Consumer Behavior and Selling
- Leadership Development
- People Management
- Business Communication
- Decision Making and Problem Solving
- Business Development and Networking
- Financial Planning and Budgeting
b. Target Group: Branch Managers.
ii. Certified Operations Managers’ Program
a. Curriculum Focus: - Banking Regulations, Policies and Practices
- Banking Products and Processes
- Operations Planning and Monitoring
- Risk Management and Fraud Prevention
- AML/CFT Compliance
- Decision Making and Problem Solving
- Employee Supervision
b. Target Group: Operations Managers
iii. Certified Credit Managers’ Program
a. Curriculum Focus: - Credit Regulations, Policies and Practices
- Credit Products and Processes
- Tools for Credit Analysis
- Credit Risk Management and Fraud Prevention
- Writing Credit Proposals
- Decision Making and Problem Solving
- Credit Monitoring, End use evaluation and Recovery
- Credit Delinquency Management
b. Target Group: Credit Managers / Analysts.
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iv. Certified AML Practitioners’ Program
a. Curriculum Focus: - Anti Money Laundering and Proceeds of Crime Law; - Law on combating the financing of terrorism; - AML Regulation: Financial Institutions’ responsibility; - Money Laundering: Effects on Economic Development and International Standards: - International Conventions, Resolutions, International Standards for legal measures FATF recommendation numbers 1-4, 20, 23, 24, 31, 33, 34 - Institutional and Follow-up measures for combating Money Laundering and Financing of Terrorism and Reporting Suspicious transactions - Measures to be taken by Financial Institutions and Non- Financial Businesses and Professions:
b. Target Group: Compliance Managers / Officers.
v. Certified Bank Marketing Practitioners’ Program
a. Curriculum Focus: - Marketing Basics
- Consumer Behavior
- Bank Marketing Management
- Financial Product Innovation and Development
- Service Quality Management
- Methods in Market Research and Report Writing
- Customer Relationship/Profitability Analysis
- Product / Portfolio Profitability Analysis
- Selling and Customer Service
- Public Relations and Networking
b. Target Group: Marketing Managers / Officers.
vi. Certified Bank Risk Practitioners’ Program
a. Curriculum Focus: - Overview of Risk Management Framework
- Operational Risk Management
- Credit Risk Management
- FEX Risk Management
- Liquidity Risk Management
- Interest Rate Risk Management
- Internal Capital Adequacy Assessment Process
b. Target Group: Risk Managers / Officers.
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vii. Certified Human Resource Practitioners’ Program
a. Curriculum Focus: - Human Resource Management Basics
- Organization Behavior
- Labor Laws in Afghanistan
- Selection and Recruitment
- Induction and Placement
- Employee Compensation
- Employee Training and Development
- Employee Career Planning
- Handling Problem Employees
- Disciplinary Actions
- Employee Performance Appraisal
b. Target Group: HR / Training Managers / Officers.
viii. Certified Islamic Banking and Finance Practitioners’ Program
a. Curriculum Focus: - Introduction to Islamic Sharia with reference to
Economics and Banking
- International Regulations in Islamic Finance and Banking
- Islamic Banking Laws and Practices in Afghanistan
- Analysis of conventional vs. Islamic banking products
- Current trends in Islamic banking and finance
- Accounting Standards for Islamic Finance and Banking
b. Target Group: Islamic Banking Manager / Officers.
ix. Certified Internal and IT Audit Practitioners’ Program
a. Curriculum Focus: - Overview of the Auditing Function;
- Internal Controls and Risk Assessment;
- Techniques and Procedures of Audit
- Managing the Auditing Function
- Auditing Foreign Exchange Transactions
- Asset Liability Management
- Fraud Detection and Prevention
- IT System based Audit of Banking Operations
- IT System based Controls
Target Group: Internal Auditors