1 / 23

Organised by Indian Institute of Banking Finance in Collaboration with Indian Banks Association IBA - PowerPoint PPT Presentation

  • Uploaded on

7th BANK EDUCATIONISTS’ CONFERENCE – 2005. Organised by Indian Institute of Banking & Finance in Collaboration with Indian Banks’ Association (IBA). Hyderabad, 28 November 2005. Technical Session I Risk Management and HR Issues. Gordian Gaeta The Asian Banker, Singapore. Today’s Agenda.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Organised by Indian Institute of Banking Finance in Collaboration with Indian Banks Association IBA' - pascha

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript


Organised by

Indian Institute of Banking & Finance

in Collaboration with

Indian Banks’ Association (IBA)

Hyderabad, 28 November 2005

Technical Session I

Risk Management and HR Issues

Gordian Gaeta

The Asian Banker, Singapore

Today s agenda
Today’s Agenda

  • Introduction to The Asian Banker

  • Human Resources & Risk Management

  • The Future of Banking HR Requirements

  • A Call for Action

Introduction to the asian banker


Introduction to The Asian Banker

The asian banker is in three businesses serving the financial services industry
The Asian Banker is in three businesses serving the financial services industry ...

  • Asian Banker Research

  • Asian Banker Editorial

  • Asian Banker Forums


… delivering business intelligence to the financial services community

  • Asian Banker Forums

    • Asian Banker Summit

    • Roundtables & Consultative Forums

    • Industry Outlook Briefings

    • Executive Programs

  • Asian Banker Research

  • Excellence in Retail Financial Services

  • Asian Banker 300

  • Benchmark Exchange

  • Proprietary and Generic Research

  • Asian Banker Publications

  • Asian Banker Journal

  • Asian Banker Interactive

  • Asian Banker Reports

  • The asian banker global in scope regional in coverage
    The Asian Banker – services community Global in Scope, Regional in Coverage

    Corporate Governance

    Rep: London




    Rep: San Francisco


    New Focus: Korea

    New Focus: Japan


    Payments and Operations

    Rep: New York


    Branch Office: Shanghai




    Branch Office: Hong Kong


    Branch Office: Kuala Lumpur

    New Focus: Middle East


    Main Office: Singapore

    Distribution Strategies

    Retail Payment initiatives

    Human resources risk management

    7th BANK EDUCATIONISTS’ CONFERENCE – 2005 services community

    Human Resources & Risk Management

    Human resources are at the core of risk services community

    • In recent years we have come to comprehensively understand the structure of risk – the negative variance on an expected outcome

    • While we can understand risk, its predictability remains elusive as with all chaotic systems

    • People shape the risk profile of businesses

    • At the same time humans are the main solution to risk issues so we separate risk responsibilities and build risk systems …

    • … but, often, we fail to instill in our people sense of accountableresponsibility and understanding of the risk reward relationship inherent in all undertakings

    Risk – the negative variance on an expected outcome services community

    Typical loss distribution

    Expected Losses

    Unexpected Losses



    Probability f




    Traditional outcomes

    $ Value of Losses/Outcomes

    Largely, people cause negative outcomes services community

    Number of operations losses by causality factors



    • Inadequate control (8%)

    • External error (3%)

    • No control (2%)

    • Late receipt (1%)

    • Increased volumes (1%)



    • Lack of attention (40%)

    • Poor communication (10%)

    • Inadequate training (7%)

    • Unclear roles (3%)



    • Failure/bug (8%)

    • Inadequate functionality (7%)

    • Feed late (1%)

    • Incorrect data (1%)

    Source: CSFB, Global Operations, figures rounded &

    Currently, the solution seems to separate risk responsibilities and build risk systems …

    Bank spending emphases

    Primary responsibility for Risk


    In %

    Cost management

    Customer acquisition






    Be a spl




    Brand equity



    Source: Risk Management Survey 2005, The Asian Banker

    … rather than instilling an ‘accountability’ spirit in staff at all levels

    • Most staff live in world of insured risks, they act as administrators and if they follow the rules, they remain generally gainfully employed and unaffected by the outcomes

    • Too often there is widespread lack, in staff, of risk recognition, a sense of lack of responsibility for failure and by consequence, a will to find new or better ways of discharging their obligations

    • Adding layers of specialist management, segregation of roles and systems support may address the ‘tail end’ of the risk distribution but compounds the ‘moral hazard’ problem for staff in daily undertakings

    • Current human resource development does not foster individual accountability

    When empowering staff, risk profiles change because behavioral standards deteriorate

    • Business specialisation and compartmentalisation of functions, delegation of activities and roles combined with third party involvement is growing

    • Fragmentation reduces overall perspective and pushes authority further down the line. Individual ambition and self-actualisation is driving this further??

    • Competition, constant change and performance pressures increase the tendency for expediency without regard to risk implications

    • With a growing pace of change, we place great reliance on rules, handbooks and manuals but without specific behavioral principles to keep risks in check or to manage behavioral standards

    Ethical behavioral standards deteriorate


    Behavioral standards are the complement to competence in true professionalism

    Universal, broad-based, compelling

    Community, narrow-based, voluntary



    Codified, contestable, democratic

    Commercial &

    Other Laws

    Codes of Conduct



    Fuzzy, elective, organic

    Morals &



    At business level, there is unanimity on a need for behavioral standards

    Business Ethics

    A system of (behavioral) principles (specific to the industry) that help determine right from wrong, good from bad in daily (business) life or when facing conflicts of interest (in discharging our professional responsibilities)

    Essentially, business ethics give guidance in autonomous choices of individuals when facing conflicts of interest or in situations in which an individual has a personal interest sufficient to appear to influence the objective exercise of duty

    Yet, violations are widespread and a real life threat … behavioral standards

    • 48% of American workers admit to doing something wrong or illegal on the job, among others

      • cutting corners (16%)

      • covering up incidents (14%)

      • lying to or deceiving customers (9%)

    • 56% say they have considered it

    • Between 25-60% of employees surveyed admit to having seen unethical behavior

    • Only 11% of financial services managers who witnessed unethical behavior reported their concerns

    • Over US$50 billion losses, fines and damages due to staff misconduct in high profile cases

    The future of banking hr requirements

    7th BANK EDUCATIONISTS’ CONFERENCE – 2005 behavioral standards

    The Future of Banking HR Requirements

    Banking of the future may look quite different than today behavioral standards

    • Retail banking will come to be the largest part of banking

    • Non traditional products and specialized segments will provide the base for growth.

    • The shift from manufacturing to distribution will continue

    • Providing customer solutions will shift emphasis from offering products to innovation ( focused) at the point of sale and advice

    • Non-strategic activities of banks will move to third party suppliers

    • Largely internal factors will determine success or failure of the bank mainly through ensuing risk profiles

    • People will be at the core of any strategy - they will influence the level of governance and regulation thereby determining the opportunities available

    Source: Mercer Oliver Wyman, various publications

    Human resources will have to grow with business requirements behavioral standards

    • As many activities and functions will be outsourced, operational staff of today may have to migrate towards front line jobs

    • Traditional staff trained only in selected products will become a liability to the distribution of advice and solutions

    • Business skills, marketing and understanding customer needs will pose a different kind of challenge for existing staff

    • Assessing and extracting higher customer value requires better analytical and servicing skills tailored to the real needs of the market rather than the product offering of a bank

    • Risk appreciation and management skills will need to migrate to the customer interface

    A call for action

    7th BANK EDUCATIONISTS’ CONFERENCE – 2005 behavioral standards

    A Call for Action

    The dilemma: what we train & develop may not be all of what we need for the future …

    What we need….

    What we train ….

    Competence and



    Rules and




    and Accountability


    Selling and

    solution skills

    The world of tomorrow calls for a different staff and different development priorities

    Growing competence alone will not win – a different mind set and conduct is necessary

    • Real accountability, regular non-supervisor appraisals and subsequent staff action

    • Augmentation of management control through a staff development agenda

    • Models and codes for behavioral standards with commensurate corporate culture and disciplines

    • Reward systems that engender functional behavior and quality business

    • Clear standards for selling practices and customer service

    • Widespread appreciation for business risks and regulations to safeguard the bank

    Thank you different development priorities

    Gordian Gaeta

    The Asian Banker, Singapore