Design a Competency Model for the Branch Managers of the
The Bank is one of the oldest in the private sector, steeped in tradition, and essentially family-run.
The employees are known for their loyalty, commitment, hard-work, sincerity and honesty.
The work-process are rather out-dated (the bank was late in introducing latest technology).
The Branch Manager: Head of the branch, responsible for profitability, revenues, non-performing assets, expanding the customer base, diversifying the product portfolio, implementation of the policies of the Bank, building good relationship with employees, community and other stake holders.
The Customers (most of them old-timers) were happy with the personalized services, but of late were getting irritated with the slow speed, errors in the transactions, poor product offerings (other banks were more innovative in selling their financial products). The services were also suffering due to an element of lack of understanding between the officers and the unionized staff. The customers also perceived the managers to be lacking in knowledge, highly dependent on the staff, and over-worked.
The Bank has embarked on a major modernization program. As the first step, they wanted a change in the mind-set of the Branch Managers, who have to spear-head the change-process. They wanted the managers to be the 'Modern Bankers' - professional outlook, tech-savvy, knowledgeable - while retaining the old values (which had made the Bank successful).