Summit 1

1. What affects the
productivity?
How to increase
productivity?
Managing
Energy/not Time
Behavioral Based
Human Resource
Management to
improve Productivity
B.Enkhtuya,
Chief Operating Officer
2016.04.21

2. Basic information
Dec-2015 Mar- 2016
Total UB Rural Total UB Rural
Branches 20 12 8 20 12 8
Settlement centers 49 29 20 47 27 20
Cashier office 27 15 12 22 12 10
Total 96 56 40 89 51 38
 Number of ATMs and Self service unit
1068
1329
1655 1713
1825 1849
962
1227
1485 1519 1595 1581
0
500
1000
1500
2000
2010 2011 2012 2013 2014 2015
Total employee Actual employee
 Number of employees
АТМ SSU Total
2011 132 - 132
2012 165 6 171
2013 180 11 191
2014 217 24 241
2015 227 30 257
 Number of physical branches
Through
ATM &
CDM,
600,373 ,
29%
Through
card
merchant
, 393,348
, 19%
Through
eBanking
, 186,323
, 9%
Through
other
bank
network,
455,456 ,
22%
Transacti
on in
branches
, 434,753
, 21%

3. Customer
centric
Soft skill &
Behavior
Vision/Miss
ion based
 Business/Operational processes
 HR policies and procedures
 Organizational culture / mind . . .
 Behavioral based recruiting interview
 Soft skill development programm
 New way of career development
 Organization / Bank
 Team
 Employee / Individual
Shared vision
Change
Recruiting / Development
Human resource management
We have 20 years of history/experience
in strengthening our Human Resource
Management, but we need to CHANGE
. . .

4. What affects the productivity?
o Goal setting;
o Behavior and attitude;
o Wrong thinking/mind;
o Family/Social stress;
o Pressure from clients;
o Other stresses related
factors;
o …
“To do things right” vs “To do right things” Managing energy, Not time

5. Training/Coachi
ng activities
Campaign /
Tasks
GAP
analysis
“PRODUCTIVITY – 30%” PROGRAM
 Sep 2015 – Dec 2015;
 Managers:
 40 branches;
 All employees:
 35 branches

6. Assessment of Stress
level and behavioral
factors
360 degree evaluation &
assessment of team
role;
Assessment of historical
performance of each
managers
o “Managing Stress” – 2 weeks activities
o “Pride of Golomt” – 3 weeks activities
o “EQ & Communication skills” – 4 weeks activities
o “One team – one heart” – 3 weeks activities
o “Golomt’s skillful employee” – 3 weeks activities
3
2
1
“PRODUCTIVITY – 30” program
 Employee program:
 Manager’s program:
o “Behavioral based management”
o “Leading by leadership”

7. RESULTs of the Program (managers)
• Number of managers with highest productivity (BP: 35% , AP: 68%)Productivity
• Number of managers with stable stress level (BP: 28%, AP: 70%, no
one with depress)Stress Level
• Number of manager with highest sensitivity of goal (BP 40%, AP:
62%)Vision/Mission
• Number of managers with highest communication skills (BP 48%, AP
63%)Communication skills
• Number of managers who was accepted as leader: (BP 38%, AP
65%)
• Number of manager who was accepted as manager (BP 17%, AP 0%)
Team role
• Number of managers who was accepted as influenced leader (BP
35%, AP 68%)Leadership skills
% - of involved participants

8. RESULTs of the Program (employees)
Most important results:
 Shared goals;
 Change wrong thinking;
 Understand team roles;
87%
94%
97%
80% 85% 90% 95% 100%
Shifted to positive
attitude for work
Combined (shared
goals) own goal with
company goal
Understood the
Bank's goal 72%
84% 87% 92% 95% 100%
0%
20%
40%
60%
80%
100%
120%

9. Executive level
Sales Employee
Head quarter – department
directors
- Leadership GAP
- Leadership development program
- Second phase of program in
collaborating with NPC Mandal
- Recruiting and developing Sales Force
- Sales Simulation program
Continuing…
Business Process Re-Engineering (Customer centric)
10 big projects / 5 mini projects

10. Thank you for your kind attention
Questions?