ppt

1. TREY
research
CAPABILITY BUILDING & ENHANCEMENT
GROUP PRESENTATION
• KNOWLEDGE MANAGEMENT – PART 1
[CQHRM-S16]
• ASSESSMENT / DEVELOPMENT CENTRES
[CQHRM-S17]
• TALENT PLANNING & SUCCESSION PIPELINE
[CQHRM-S18]

2. TREY
research
2

3. TREY
research
INTRODUCTION & MILESTONES
 BANK WAS ORIGINALLY INCORPORATED AS INVESTMENT & CREDIT BANK LTD – 1986
 BANK CHANGED ITS NAME TO SAMPATH BANK LTD - 1987
*BANK EMPLOYED 94 STAFF MEMBERS COMPRISING ALL EXECUTIVES
*MR. N U JAYAWARDENA BECAME THE CHAIRMAN
*A NET PROFIT OF RS. 4.863 MN.
*PRODUCTS/INNOVATIONS WERE INTRODUCED
 ATM (SET) FACILITY WAS INTRODUCED. – 1988
 MASTERCARD WAS INTRODUCED TO SRI LANKA – 1989
 THE BANK WAS HONOURED WITH THE BEST COMMERCIAL BANK OF THE YEAR – 1997
 ATM NETWORK REACHED 150 MACHINES & 100TH BRANCH – 2007
 BEST COMMERCIAL BANK AND RETAIL BANK 2021 BY WORLD
FINANCE BANKING AWARDS - 2021

4. TREY
research
WHAT IS KNOWLEDGE MANAGEMENT?
 It is the conscious process of defining, structuring, retaining, and sharing
the knowledge and experience of employees within an organization.
 The primary goal of knowledge management is facilitating the
connection of staff looking for information, or institutional knowledge,
with the people who have it.
4

5. TREY
research
IMPORTANCE OF KNOWLEDGE
MANAGEMENT
 (KM) function has a significantly High impact on achievement and
improvement of competitive advantage for any organization and it’s certainly a
PILLAR in a Banking firm and related industry.
 Helps the bank management to constantly update its customers' data and
information.
 KM helps the bank's management focus on organizational resources during
competition with other banks
 KM team in close coordination with pre sales teams can help the bank
management to create knowledge about customers of competing banks. This
key information will be a 'feather in the cap' for the sales bidding teams.
5

6. TREY
research
HOW DOES DIGITAL TRANSFORMATION
AFFECTS EMPLOYEES AT SAMPATH?
 Creating the right culture
 Knowing the relationship between digitalization and employees
 Having access to the right tools and tech to fulfill their jobs
 Be prepared for resistance
 Being given the opportunities for career development and training
 The ability to enjoy a fair degree of flexibility in their work
 A workspace that is designed for maximum employee experience
6

7. TREY
research
How knowledge spiral/matrix can be
used to manage knowledge in the
organization..
 • Understand organization’s people and culture to create a plan that suits the requirements
 • Create a step-by-step plan for knowledge management
 • Set policies to regulate knowledge management process
 • Reward employees who contribute regularly to encourage them to continue their efforts
 • Measure results to understand the outcomes and make improvements
 • Facilitates decision-making capabilities
 • Builds learning organizations by making learning routine
 • Stimulates cultural change and innovation
7

8. TREY
research
A talent pool is a group of people being
prepared for more challenging responsibilities.
Candidates from different stages of
their candidate journey may be a part of talent
pool.
Reasons to build Talent Pools,
 Reducing time and cost to hire,
 Improving quality of hire
 A live database of qualified candidates
 A better candidate experience
 Improved diversity and inclusion
 Access to potential passive candidates

9. TREY
research
Tips for the best talent pooling
practices
 Make your data easy to access
and review
 Make it possible to find
boomerang hires
 Consider all touchpoints when
deciding who to add
 Create notices
 Maintain engagement with
talent
 Share relevant updates and
content
Ways to build Talent Pools
 Sourcing tools,
 Referrals
 Inbound Recruiting,
 Recruitment Marketing
 Employer Branding
 Candidate Engagement.

10. TREY
research
What is Succession
Planning?
• Being able to provide increased opportunities
for high-potential workers;
• Identifying justifiable training, employee
education & development opportunities/needs;
• Increasing the talent pool of promotable
employees
• Contributing to the organization's strategic
plan; and helping individuals realize their
career plans within the organization.
Succession planning is the process of
identifying the critical positions within your
organization and developing action plans for
individuals to assume those positions.

11. TREY
research
c) Talent pools may be identified underneath each
“level” on the organization chart, but are not tied to
specific positions at higher levels.
b) In many cases, talent pools are filled from the bottom
up. High-potential candidates are placed in talent
pools and then receive preparation, which may
include training and education, for possible
promotion.
a) Traditional replacement planning encourages
promotions in “silos” of specialization. In
contrast, talent-pool-based succession planning
encourages managers to consider talent in every
part of the organization as a possible successor
for positions that may come open.
The concept of the
talent pool and
succession planning

12. TREY
research
How culture affects institutional
knowledge and managing talent in
the organization.
12
 Culture shapes assumptions about what knowledge is and, hence, which knowledge is
worth managing
 Culture mediates relationships between individual and organizational knowledge
 Culture creates the context for social interaction that ultimately determines how effective
an organization can be at creating, sharing, and applying knowledge and to what extent
it manages the processes.

13. TREY
research
13