human Capital
The development of employees has been fundamental to the results that Banorte has achieved. The search for a balance between a results-oriented culture and the generation of a value offering that meets our employees’ business and personal expectations has become one of the strategic objectives of Human Resources.
We have more than 27,000 employees, our personnel has a balance of male and female employees. The following charts show the different areas of the group, composition by gender and age, as well as rotation rates.
COMPOSITION OF FULL-TIME EMPLOYEES SET BY GENDER
Gender balance is increasing, as shown in the following table:
We have 5,580 employees in the banking sector, who are covered by a collective agreement and Union members, which represents 36.3% of the total sector mentioned. Banorte Insurance and Annuities have no unionized personnel.
Total turnover was at 19.5%. It is important to notes that we are one of the financial Groups with the lowest rate of undesired rotation in the sector, this being only 6.4%.
ATRACCTION AND DEVELOPMENT OF TALENT (SRS 202-1, 404-1, 404-2, 405-2)
To ensure availability of talent within the group, we have strengthened our relationships with schools and universities nationwide, seeking to generate a collaborative feeling between the organization and the interest of professionals, through the increase of employment fairs and the generation of strategies that ensure their entry and commitment to the institution.
Our Human Resources team has worked very hard with the Instituto Tecnológico de Estudios Superiores de Monterrey, the University del Valle de Mexico, the Instituto Tecnológico Autónomo de Mexico and the Universidad Autónoma de Leon (UANL).
En especial con la UANL reforzamos el lazo para encontrar al mejor talento para nuestro Centro de Contacto. Tenemos diversas prácticas con propósitos enfocados a incentivar el desempeño y retención de los ejecutivos de atención al cliente.
For the purpose of providing the Organization’s leaders with effective tools to better manage personnel, we have implemented the Human Resources Management system “Success Factors”, a leading tool in the market, which integrates the following interactive modules and information:
- Employee profile
- Recruitment Management
- Goals and objectives
- Succession and Development
- Labor Discipline
Under the administration of these modules we are evolving in the management of Human Resources processes, obtaining visibility in service times to internal clients and ensuring a more objective alignment of performance with business objectives.
Our selection processes of talent for both personnel in branches as well as in support and control areas, are focused on strengthening our policy of promotion by merit. At middle managment job levels, almost 70% of vacancies are covered with internal staff.
Total remunerations grew 4.9% in 2016 compared to the previous year; with a further increase given to operating personnel.
We remain constantly attentive to offer our employees a competitive compensation and benefits package in the industry.
Investment in training and developing our staff continues to increase.
In 2016, 6.3% more than in 2015 was invested.
INVESTMENT IN TRAINING AND DEVELOPMENT
On average each employee received 29 hours of training.
AVERAGE TRAINING HOURS PER GENDER
AVERAGE TRAINING HOURS PER LABOR CATEGORY
(SRS 403-1)
As part of the Atracction of Talent program we have dabbled in the social networks: Facebook, Twitter and Linkedin, platforms from which we will be recruiting potential candidates for operational and managerial positions.
Throughout the year 38,896 hours of training on policies and procedures related to human rights issues was taught, covering 84% of banking sector personnel. 50% of security personnel received training in human rights.
For training in terms of job security, our civil protection brigades received training in first aid, fire-fighting and controlling fires and rescue evacuation among others. These brigades are made up of 34 employees of administrative buildings and 1,174 employees in the bank branch network.
STRONG TEAMS TO GENERATE MORE VALUE
Leadership within Banorte is a strategic issue and today more than ever it has focused on recognising the value of our leaders. Under the challenge of consolidating stronger teams, we have a talent management tool to identify and validate the directors with greater leadership potential and better performance in their duties. With this tool, we can also detect areas of opportunity in the leadership of our managers, to design development programs for them, coaching and retention plans for those with the greatest potential and contribution to Banorte.
Ascension in Banorte is a process based on identifying candidates with high potential and performance, to form managerial talent that will ensure strategic business continuity. During 2016 leaders were identified who will participate in this process. Similarly we have nursery of talent to form the next leaders of the commercial network, and redesigned the branch promotion list to strengthen the career plans of our executives in Banorte branches nationwide.
PROFILE OF SUCCESS TO DIFFERENTIATE TALENT
Potential
Personality and motivational attributes of related to success in the post. They are the innate characteristics of a person(leadership style, communication, tolerance to stress, etc.)
technical Knowledge
The basic knowledge required for a position. And can be acquired in a formal and informal way.
Experience
Trayectory within and outside of the institution.
Competencies
These are the set of related and observable behaviours associated with success in a post. They tell us what the person is capable of.
Since the beginning of 2016 we have worked with all the territorial directors to make them more conscious to achieve more motivated teams, with a healthier organizational atmosphere. Programs and workshops for work integration were held, from territorial we went to regional and then on to the entire structure. We are developing leaders who can motivate their teams and are concerned about their personnel.
We conduct exercises to better evaluate productivity in all areas of the group. We can thereby recognize good performance and take corrective action in cases of poor performance.
VALUE FOR THE NEW GENERATIONS (SRS 201-3, 401-2)
Banorte is redefining the proposal of value given to employees, considering that 67% of employees are already part of the millennial generation born since the mid 1980’s. New bank employees seek differentiated benefits in their employment, as well as compensation, and also value that the company is socially responsible and has a culture which they agree with. For the younger generation, it is important to feel valued and have challenges in their work. We have the appropriate values and continue to work to better inform them about our team.
We have become more efficient in delivering benefits to employees. We established the bases so that as from 2017, we start with the automation of our medical services platform. Along with that, we are implementing an operations center for all of the Human Resources products, so that employees have efficient self-service that will help them to deal with different documents, such as letters for passports, certificates, tax withholding and loans, among others.
As part of our remuneration, we include benefits that are mostly above legal requirements. Banorte offers employees attractive benefits, which are broken down in the following chart:
CHRISTMAS BONUS
FOOD STAMPS
SAVING FUNDS
IMMS SUBSIDIARY
VACATIONS AND VACATIONS PAY
CASH LOANS
INSURANCE
LOAN FOR CAR PURCHASE
SUPPORT FOR SPORTS
LOAN FOR MORTGAGE
COMPREHENSIVE HEALTHCARE
PENSION AND RETIREMENT PLAN
PROTECTING EMPLOYEES’ HEALTH AND WELL-BEING
We know that our employees’ health is important to the company, and the healthcare of 42,000 beneficiaries is a great task. Therefore some of our main objectives focus on improving the quality of services and increasing employees’ and their dependents satisfaction, without neglecting the rational use of resources.
To do this, in 2016, the lines of action with greater impact were the following:
Quality of Service:
- competition was established to select a hospital based in Mexico City and Monterrey, in which the highest standards of quality were included as a requirement in infrastructure, healthcare processes, materials and supplies. The same will be done in 2017 for the country’s main cities.
- A purge was done on the network of physicians nationwide, incorporating specialists of recognised prestige in their location.
- The network of services in remote locations was strengthened, including doctors and hospitals for emergency care that were not previously considered.
Satisfaction of employees and their dependents:
- The area of Customer Care was restructured, which expedited responses to questions, complaints, comments and daily operational problems.
- A satisfaction survey was conducted to learn more about the perception of our services and work in identified areas of opportunity.
- Having our own Contact Center was formally proposed with more problem-solving capacity, providing the user with information about our services, especially the use of the medical expense policy.
Healthcare and Promoting Health:
- Our health and healthcare program’s main objective is to implement a culture of health in Banorte personnel, through modifying habits and promoting taking care of oneself.
- Our page “Healthy Living”, a fundamental structure of this program, went from less than 250 visits in three years to more than 3,000 in 2016.
- A clinical measurement of 90% of the Santa Fe Tower’s population was conducted in order to detect health risks of individuals as well as a global diagnostic of the corporate. Based on this, global and individual programs were established in order to mitigate health risks and change unhealthy habits.
- The program is supported by a multidisciplinary team involving doctors, nurses, health promoters, psychologists, nutritionists and physical activity activator as well as a 24 hour support hotline (01800 0007770) available 365 days of the year.
Process Improvements:
- Security measures were modified through electronic prescribing, which expedites the supply and payment to the supplier.
- The door-to-door medication delivery program was implemented for patients with chronic degenerative and/or highly complex diseases.
We promoted a prevention plan, taking advantage of our “Healthy Living” page’s infrastructure, to detect health risks of our employees in time.
DINING ROOMS
Grupo Financiero Banorte Installations with more than 6,500 employees, offer dining room service with an extensive variety of balanced dishes. Food choices are congruent with the health and wellness program. All the dining rooms have the “Distinctive H”, given out by the Secretary of Tourism indicating that the highest standards in cleanliness and hygiene have been met.
Our “Meatless Monday” initiative raises awareness among dining room users on the environmental benefits of not eating meat one day a week. This is one action for sustainability and to reinforce healthy habits within the corporate.
A GREAT PLACE TO WORK
The efforts of the Human Resources area have been successful in the organizational and working environmentA. Once again we took part in the Great Place To Work survey, and more than 75% of our personnel registered their opinion, a very high percentage of participation. The survey revealed that the group has a higher level of personnel satisfaction than the industry. Within the Great Place to Work survey, the leadership was assessed and the results show that personnel is proud to pertain to Banorte, of their companionship, and with confidence in their leaders.
Banorte has a good organizational environment, with the necessary conditions to make the company profitable, and personnel that feel connected and committed to the institution.
Javier Beltran Cantu
Deputy Managing Director
Administration and Human Resources
“In the face of an adverse economic climate, the development of talent is key to fulfilling our business strategy. In Human Resources our challenge is to maintain an efficient organizational culture with a total focus on the results of the business run by the institution’s leaders, enabling new models of attraction, performance and retention of personnel.”
Javier Beltran Cantu
Deputy Managing Director
Administration and Human Resources