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danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
danske_bank_erm.ppt
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danske_bank_erm.ppt

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  • 1. Evidence Based Management in HR at Danske Bank 2006 Lars Mørch, Head of HR, Member of the Executive Committee, Danske Bank
  • 2. ” One platform – exceptional brands” - a common, exportable strategy
    • Common infrastructure:
    • HR
    • IT
    • Communication
    • Finance
    • Credit
    • Call Centre
    • Shared Services Centre
    • Same retail strategy:
    • Products and concepts
    • Product development
    • Retail structure and processes
  • 3. Geographical operations - cautious, value-adding expansion
    • Predominantly represented in Northern Europe within retail banking
    • Directly or indirectly represented in many financial centres
    Oslo Branch estab . in 1997 Helsinki Branch . in 1997 Stockholm Branch estab . in 1995 Östgöta Enskilda bought in 1997 Danske Bank Polska bought in 2000 London Branch estab . in 1983 Fokus Bank bought in 1999 Hamburg Branch estab . in 1985 Danske Bank Intl . Lux . estab . in 1976 Danske Bank estab . in 1871 Northern Bank bought in 2004 National Irish Bank bought in 2004 estab
  • 4. Performance highlights - keeping up the momentum
    • Net profit  5% to DKr 3.1bn
    • Strong activity in most business units and support from higher short-term interest rates
    • Income up 13% on volume growth and heavy customer-driven trading activity
    • Costs up 23% due to integration expenses and bonuses
    • Migration of NB and NIB completed
    DKr m Breakdown of profit growth 3,131 2,984 2,000 3,250 4,500 Q1 2005 Income, ex NB&NIB Income, NB&NIB Expenses, ex NB&NIB Expenses, NB&NIB Credit losses Tax Q1 2006 DKr bn (end-period) Q1 2005 Q1 2006 Index - Corporate loans 338 393 116 - Retail loans 204 251 123 Bank loans ex repos 542 643 119 Repo loans 197 217 110 Mortgage loans 531 567 107 Trading portfolio 468 357 76 Deposits 569 618 109 Shareholders' equity 65 70 109 Total assets 2,271 2,392 105 Risk-weighted assets 884 972 110 DKr m Q1 2005 Q1 2006 Index Income 8,039 9,123 113 Expenses 3,958 4,871 123 Profit bef. credit loss exp. 4,081 4,252 104 Credit loss expenses -126 -129 - Profit before tax 4,207 4,381 104 Tax 1,223 1,250 102 Net profit for the year 2,984 3,131 105
  • 5. Danske Bank – HR History - increased focus on development
    • ’Old school’ Personnel Department until 2002
    • Strategic refocusing of HR
    • Corporate Centre of Excellence
    • Part of strategic Group platform
  • 6. Shared ambitions – sufficient flexibility - as local as possible
    • The Danske Bank Group will attract and retain people with the best competencies and the highest performance.
    The management of the Danske Bank Group employs best-in-class HR solutions HR vision HR mission
  • 7. HR is a mutual responsibility … - among equal stakeholders HR Development Owns the HR strategy - responsibility for concepts, follow-up and support HR Services Delivers efficient, flawless administration Business units Execute HR and assure - committed employees - a high level of competencies - a high level of performance through HR tools
  • 8. … that leaders execute - and report on ExCo HR Dev. Business Unit HR and Management Local Management and HR HR Policies Group vision, mission and focus areas, Models/solutions Local adaptations and requirements Execution HR Data and Surveys Enters Own data Local management reporting Top management Reporting/analysis Employees
  • 9.
    • A wide range of HR tools
    • Competency profiles
    • Learning methodology
    • e-Learning
    • Management foundation
    • Leadership programme
    • Succession Management
    • Talent management
    • Incentive programme
    • Performance agreements
    • HR Key Figures
    • HR System
    • Recruitment/employer branding
    • Coaching, sparring and support
    • Employee Engagement surveys
    • Projects
    Robust HR Leadership Practices - tools, assessment, support Assessment Training/ competencies Leadership training Performance management Recruitment and attraction HR Consultants Centres of excellence Succession/ talent
    • Support
    • Projects
    • Coaching
    • Sparring
    Strategic Focus Areas Yearly circle
  • 10. All HR activities are monitored
    • Process owned by HR
    • Conclusions owned by business units
    Prioritising targets and activities Evaluation of results and new target setting ACTIVITIES RESULTS
  • 11. 1. Management
  • 12. 2. Succession management and talent development
  • 13. 3. Commitment
  • 14. 4. Recruitment and attraction I
  • 15. 4. Recruitment and attraction II
  • 16. 5. Performance management I 8 7 6 5 4 3 2 1 0
  • 17. 5. Performance management II
  • 18. 6. Competency development
  • 19. Development in employee engagement outperforms peers and industry
  • 20. The “case for HR” at the branch network Employee profit correlated with employee satisfaction and motivation in Danske Bank Employee profitability index

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