The document discusses human resource development in financial development institutions. It defines HRD as providing programs to orient, train, and develop employees to improve skills, knowledge, abilities and competencies for individual and organizational growth. It notes two models of Latin American financial development institutions and that HRD is a key factor in their performance. The roles and responsibilities of the board of directors, HRD management, and staff training are then overviewed. The board establishes corporate values, policies, strategies and compliance. HRD management develops the labor system, identifies key personnel needs for different offices, and staff training objectives, strategies and budgeting.

1. The Caribbean Development Bank
United Nations Economic Commission for Latin
America and the Caribbean (UNECLAC)
Turks and Caicos Islands Investment Agency
“Development Banking in the Caribbean:
Towards a Regional Approach”
Providenciales, Turks and Caicos Islands
November 23-24, 2006

2. Investigación y Análisis Financiero SRL
Revised Issue
April 2014

3. Human Resources
Development in Financial
Development Institutions-
FDI’s
Aurelio R. Susano
ALIDE

4. Agenda
• Human Resources Development Concept
• Latin American FDI’s: Actual Background
• Overview on HRD

5. Human Resource Development
HRD provides programs which orient, train,
and develop the employees of the FDI’s by
improving the skills, knowledge, abilities,
and competencies necessary for individual
and organizational efficiency and
productivity as well as personal career
growth.

6. Latin American FDI’s:
Actual Background
• Two Models: 1st and 2nd floor banking
• Cultural and Technical changes on FDI’s
• A new perspective on HR management
• HRD is a Key factor on FDI’s
performance

7. Overview
Roles and responsibilities from:
• Board of Directors
• HRD Management
• Staff Training

8. Board of Directors (1)
• Corporate values
• Corporate policies
• Strategies for Short and Long Run
• Compliance on Labour Regulations

9. Board of Directors (2)
• Corporate values
• These are the ethical principles that lead the
corporate development for having good
business practices
• Corporate policies
• Policies that are guidelines of the business; in
particular labour policy that establishes the
performance of persons in apply the tasks for
each area of work performance.

10. Board of Directors (3)
• Strategies for Short and Long Run
• On human resources strategies to be applied
in the short and long-term business for the
better development of the staff.
• Compliance on Labour Regulations
• Establishment of the labour rules in the
business in accordance with the law and
regulations on employment.

11. HRD Management (1)
• Corporate labour system
• Way Out Personal Key
• Identifying Personal Key
• Front and Middle Office Needs
• Back Office Requirements

12. HRD Management (2)
• Corporate labour system
• The development of the human resource
management designs and guide their actions
from the corporate labor system. Through this
system, determine the tasks and efficient
performance of the staff divided by directors,
management and professionals.
• Way Out Personal Key
• Design of key personnel respond to the system of
corporate work that sets major tasks for the
business of the institution

13. HRD Management (3)
• Identifying Personal Key
• After made the design of key personnel, proceeds to
identify who the category of personal key and intended are
given to represent the human capital of the institution as
well as for future labour.
• Front and Middle Office Needs
• The identification of key staff begins by establishing the
needs of the front and middle office for current and future
performance of the entity.
• Back Office Requirements
• In terms of the key personnel of the back office is
established from the requirements of each one of the
offices for his current role as future

14. Staff Training
• Objectives
• Strategies
• Budgeting
• Promotions