This document provides an overview of an organization's current state of employee engagement and a plan to improve engagement. Key points: - Currently, only 30% of employees are fully committed, and engagement efforts by managers are limited. Disengaged employees are having a negative impact. - The organization wants to improve commitment to values, empowerment, teamwork, development opportunities, and manager involvement. - The plan includes strengthening recruitment, engagement activities, performance evaluations, rewards, and leadership. Recruiting the right people and developing managers are emphasized. Regular feedback and recognition are part of engaging and retaining top talent. Progress will be measured by metrics like turnover, performance, and satisfaction.

2. Where Are We Now?
• Treats• Opportunities
• Weaknesses• Strengths
- 30% of employees are
fully committed to the
company and its goals
- 12% of managers are
actively working on
employee engagement
- 70% doing only
minimum required
- 88% managers are not
involved in the issue of
employees engagement
- 15% actively
disengaged employees
are influencing others
and increasing as we
speak
- Deterioration of
customer service quality
and market share loss
- 84% of managers
are aware of employee
engagement impact on
business results
-Variety of given tools
that could encourage
engagement and trigger
better results
Benefits from employee engagement are numerous: customer satisfaction, business results, company
growth, good team morale. Employees proud to work for the company are the best advocates.

3. Where Do We Want To Be?
• Staff identifies with corporate values and have the intellectual and
emotional capacity to live these values
• Strong connection to the institution and the values it stands for
• Employees empowered to follow the company mission, understand
their role in it and give their best in order to achieve it
• Strong teams and managers who understand importance of synergy
• Individuals empowered to always search for ways to do something
that will help the whole team
• Satisfied staff, proud to work for the company and willing to go an
extra mile for the customer and for the team
• Managers who are deeply involved and encourage employees and
team development
• Opportunities for development, training, promotions, and salary
increases based on merit
• Recognition of individual and team effort and achievements

4. How Do We Get There?
1. RECRUITMENT
Hiring policy that aims to attract and locate people who will bring value to
team work and customer service
2. EMPLOYEE ENGAGEMENT
Tools and opportunities for continuous professional development and
strengthening bonds between company and employees
3. EMPLOYEE EVALUATION
Multi source feedback (colleagues, superior, subordinate, self-evaluation,
customers) encourages open communication and self-awareness
4. REWARD
Reward system that rises teamwork, commitment and contribution to the
institution
5. LEADERSHIP
Managers who encourage development, give recognition and care for
employees and their opinion

5. Recruitment
Stipend Program
1) Promotions on universities, job fairs, and open
door days in branches across the network
2) Gathering applications and selection
2) Two months engagement with assigned mentor
3) Employment offer for the best fit for the position
and the team
Recommended channel for basic positions (clerks)
Internal recruitment
1) Open invitation to all employees which encourages
horizontal and vertical movements in hierarchy and
enables career development in both directions
2) Fair and transparent process of selection through
group work and interactive workshops
3) Identification of the best fitted candidate and
motivation for all employees who do not want to be
stuck in one position till retirement
Recommended for specialist and manager positions
External recruitment
1) Job ad, head hunt, referrals
2) Identification of candidate with
necessary expertise for the position
through interview
3) Assessment of candidates profile and fit
into a existing team through group work
Applicable for all positions
New employees are assigned with experienced mentor and under a close supervision of direct
manager and HR who are responsible of his/her fit into company, support and guidance.

6. Employee Engagement
• Talent Management Program that identifies and promotes ones who are
fully committed to the bank and have potential for more complex
positions, also motivates all employees for continues improvement giving
them equal chances for carrier advancement
• Project Team – involving employees on all levels and positions and asking
their opinion and engagement e.g. introduction of new products
• Open online application for new ideas for process and service
improvements (encourages employees initiative, creative thinking and
input)
• Regular quarterly meetings in branch offices on business results, bank
strategy, current issues and employee role in it (interactive discussion)
• Regular team building activities (each team building should have
coordinator chosen from the line of clerks and account officers)
• Leadership development
The role of the Human Resources Division is to be owner, initiator, and holder of these processes

7. Multi Source Feedback
INSTITUTIONAL FEEDBACK
•Annual survey on employee satisfaction
•Gives guidelines on further improvements and gathers valuable input from employees
EMPLOYEE TO EMPLOYEE
•Quarterly meetings where peers give to one another feedbacks in group discussion
•Encourages open communication, team work, and self-awareness
MANAGER TO EMPLOYEE AND EMPLOYEE TO MANAGER
•Semiannual performance appraisal including action plans for the future and review of previous achievements
•Enables strengthening bonds between manager and employee and continuous improvement of both sides
CUSTOMER TO EMPLOYEE
•Annual survey on customer satisfaction
•Main aim is not to detect the worst ones but to promote and recognize the best ones

8. Reward System
Annual rewards
for the best
employees
(nonfinancial)
Annual reward for
the best team
based on
quantitative
results
(nonfinancial)
Performance
related bonus
system considers
three categories:
teamwork, results,
customer careEmployees should be informed on
categories at the beginning of the year
Performance
related bonus for
the branch office
Nonfinancial
reward for the
branch office with
highest customer
quality service
based on clients
feedback
Bonus is distributed to employees only if
the whole branch office meets the
business plan. Employees should be
informed at the beginning of the year.
Best business idea
or process efficiency
improvement

9. Leadership
Identification of senior managers who are people
oriented and actively involved in the team
development (Role Models)
Leadership Skills Workshop for Branch Managers
held by Role Models and the HR – Focus:
Teamwork, Empowerment, Motivation,
Recognition and Employee Engagement
Follow Up Meeting with the aim to evaluate
leadership development (same participants
sharing experience on implementation of lessons
learned)

10. How Do We Know That We Are
There?
• Lower turnover rate of top performers
• Higher percentage of top performers
• Improvement of individual key performance
indicators
• Lower number of client complaints
• Higher percentage of branch offices achieving
their business plan
• Better results of the survey on employee
satisfaction