Manager Reconciliations

Manager Reconciliations

Object Code

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Business Support

Job family*

CIB Settlements Reconciliation

Job reports to*

Manager Production

Career type*

Line/Managerial

3 - Managerial

Job purpose description*

To ensure that transactions passed over the Bank’s accounts are reconciled correctly and timeously

Job criticality

Operationally Critical

Conduct reconciliation to require standard

Outputs and measures*

• Ensuring Reconciliation of Nostro accounts (including queries and follow ups)
• Monitor and ensuring reconciliation of all suspense accounts (including queries & follow ups
• Ensure all suspense accounts are on Intellimatch
• Ensure Intellimatch static data is maintained
• Liaise directly with partner banks and internal and external stakeholders to ensure all information (including statements) is timeously received to facilitate reconciliations
• Continuously identify opportunities to increase the auto match rate
• Ensure rules per account type are rigoursly upheld
• Escalate deviations and items at risk as appropriate
• Support robust investigations and follow ups

Outputs group 2

Execute on strategy as set in country and group

Outputs and measures *

• Develops, implements and continuously improves the Reconciliations area, in co-ordination with the Manager of Production, with a view of ensuring efficient and effective functioning and high level of service within the Reconciliations Area.
• Develops, implements and continuously improves the Reconciliations function’s processes and procedures, in co-ordination with the Manager of Production, with a view of ensuring efficient and effective functioning and high level of service within the Reconciliations area
• Owns accountability of successful team performance within the reconciliation area

Outputs group 3

Partner with customers and relevant business stakeholders to sustain relationships

Outputs and measures *

• Implements initiatives to improve customer satisfaction ratings
• Engages in the Customer Value Proposition, Service Level Agreements and benchmark targets to ensure alignment to these requirements

Outputs group 4

Actively manage business costs

Outputs and measures *

• Develops and implements initiatives to reduce costs and ensure that budgets for the Reconciliations area are met
• Ensures that throughput is maximised throughout the Reconciliations area by implementing principles of Lean manufacturing and Six Sigma

Outputs group 5

• Effective utilisation of business resources

Outputs and measures

• Ensures effective, efficient and optimal utilisation of all resources (human and capital) to be responsive to competitive pressures, changing market conditions, client needs and business strategies

Outputs group 6

• Lead on operational performance

Outputs and measures

• Identifies and defines operational performance metrics geared towards meeting country objectives by analysing the existing gaps.
• Collaborates with other areas to ensure that best practices and a standard approach is followed
• Provides accurate and timeous MIS as per the matrix agreed with Centre (ROA Operations) to enable informed decision making

Outputs group 7

• Optimise control standard

Outputs and measures

• Identifies, assesses and mitigates the risks facing both systems and business processes thereby providing effective loss and risk management and so minimising the operational risks
• Liaises with business stakeholders in ensuring that regulatory, group policy standards and minimum operating procedures are observed to minimise the Bank’s exposure to risk

Outputs group 8

• Manage performance and people

Outputs and measures

• Facilitates a performance management and career development culture through mentoring and motivating in regular team and one-on-one meetings to ensure optimal performance and minimise staff turnover rate
• Ensures that the correct calibre of staff is recruited by participating in the recruitment process thereby ensuring the Reconciliations area has the correct talent to meet the strategic goals always
• Ensures that resources are skilled across the different processes to enable cross product and cross function workload balancing

Outputs group 9

• Manage own development

Outputs and measures

• Identifies appropriate formal and occupational (informal) training needs and courses (internal/external) to develop oneself.
• Up-Skills oneself regarding new products and procedures through attendance of workshops/presentations and reading of internal and external communications

General

Any other activity as requested by Management

Type of qualification: Honours Degree
Field of study: Business Commerce

Formal minimum qualification 2

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Minimum qualification 3

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Preferred qualification 1

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Preferred qualification 2

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Job Function: Business Support
Job Family: CIB Settlements and Reconciliations
Years: 5-7 Years
Experience Description: At least 5-7 Years extensive banking experience i.e. having worked with CIB products, teller, customer services consultant, account support

Experience required 2

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Experience preferred 1

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Experience preferred 2

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Competency Label: Interpreting Data
Competency Description:This competency is about interpreting data accurately with an emphasis on the processing and interpretation of numbers. This competency also includes the utilisation of technology.

Behavioural competency 2*

Competency Label: Team Working
Competency Description:
This competency is about working well in a team.  To develop this competency, individuals are encouraged to acknowledge the views and contributions of others, and to involve others in decision-making. 

Behavioural competency 3

Competency Label: Checking Details
Competency Description:
This competency is concerned with the careful checking and confirmation of details in a task. Another behaviour associated with the “Checking Details” competency is being accurate. Being accurate requires individuals to have a strong quality orientation as well as to be thorough and detailed in their approach when completing tasks to avoid making mistakes.

Behavioural competency 4

Competency Label: Meeting Timescales
Competency Description:
This competency involves individuals adhering to time scales and meeting deadlines. The focus is therefore on being reliable at completing tasks and being punctual.

Behavioural competency 5

Competency Label: Following Procedures
Competency Description:The important behaviours associated with “Following Procedures” in the organisation include adhering to rules, following instructions and being risk averse.

Behavioural competency 6

Competency Label: Developing Practical Approaches
Competency Description:
The important behaviours associated with “Following Procedures” in the organisation include adhering to rules, following instructions and being risk averse.

Competency Label:Financial Management
Competency Description:
The ability to coordinate multiple administrative activities in to enable the efficient operations of a department.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Technical competency 2*

Competency Label:Budgeting skills
Competency Description:
The ability to sort, check, box, count and store cash securely.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Technical competency 3*

Competency Label:Risk identification
Competency Description:
Knowledge and practical application of tools and processes to check that physical cash reserves are reflected accurately in the financial records.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Technical competency 4

Competency Label:Negotiation skills
Competency Description:
The ability to analyse cash utilisation levels in ATM's and Branches and forecast the requirements for restocking the cash reserves timeously.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Competency Label: Customer and Client Focused Innovation
Competency Description
Focusing attention and efforts on understanding customers (or customer segments) and proactively addressing different customer/client needs. Makes organisational changes or innovates when needed to address customer/client needs.
Proficiency Level Description
Focuses the team on the customer/client; Restructures the team to focus attention on the specific customer needs. This may be done with the intent to build closer relationships or increase organisational credibility in such clients or segments.

Leadership Competency 2

Competency Label: Leading Courageously
Competency Description
Believing in one-self, own judgement, skills and experience, and using this self-confidence to challenge others for the benefit of Standard Bank.
Proficiency Level Description: 3 Has confidence to bring conflict into the open to be resolved; Is able to confront others (peers, boss, etc.) or brings disagreement into the open with the purpose of resolving it, landing on a decision, to ensure action. Is open and honest when communicating with others ("straight talk"). Challenges popular values, decisions and opinions to ensure that actions are taken in the Bank's best interest. Takes action in defiance of corporate rules and procedures for the greater good of the business and its stakeholders. Accepts personal risks and/or consequences of failure and persist in the face of opposition or fear.

Leadership Competency 3

Competency Label: Driving Delivery of Results
Competency Description: Proactively identifies business opportunities or barriers to business performance and addresses them. Takes accountability for improving the business. Demonstrates a sense of urgency around the achievement of stretching business goals.
Proficiency Level Description: 3 Makes decisions and takes action to achieve a challenging goal; Sets challenging goals that will have a significant impact on the business or support the organisational strategy. The challenging goal might be related to the speed of execution or implementation. Commits significant resources and/or time to reach a challenging goal, while also taking action to mitigate risk.

Leadership Competency 4

Competency Label: Holding People Accountable
Competency Description
Sets clear performance standards and expectations, and holds others accountable when these are not met. Takes accountability for team delivery against the expectations and contribution to results.
Proficiency Level Description: 4 Makes tough performance decisions; Dismisses a team member when they act against organisational values or they continuously under-perform, not having responded to previous clear expectations, feedback and action.

Leadership Competency 5

Competency Label: Growing Capability
Competency Description: Taking responsibility for identifying, developing and retaining capability for the benefit of the broader business, based on a genuine intent to foster the long term learning or development of others.
Proficiency Level Description: 2 Grows capability by providing balanced developmental feedback; Provides ongoing feedback to individuals with the purpose of reinforcing their positive attributes, and discussing areas of development. Gives positive feedback and praise explicitly stating what the individual has done well and how this assists the team/the organisation. Tolerates well-intended mistakes and treats them as learning opportunities for that person and for the team.

Contributory ­- Advisory or facilitating services for use by others

Description or examples:Manager is accountable for the delivery of all objectives and for ensuring all controls are adhered to

Typical direct reports for this job*

Job Title:Officer, Reconciliations
Number: 3-10
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Indirect reports

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Financial accountability*

Type of Budget: Operational Budget
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Internal relationships*

Business area:Operations
Job:Manager, Production
Nature of relationship: Receive a service from them
Sphere of influence: Limited to their department only
Description or examples: Interact where second level query resolution is required

External relationships*

Role type of external contact
Nature of relationship: Manage the relationship
Description or examples: The asset custodian interacts with the company to ensure timeous delivery and collection of cash. They ensure that these services are delivered according to agreed service levels

Accountability for problem solving*

Degree of guidance received to solve problems:
Clearly Defined - Policies, principles, readily available direction
Description or examples: All policies and procedures are defined and the custodian is accountable to investigate the reason for any breaches in the procedure

Degree of original thought required to solve problems:

Variable - Differing situations within boundaries of experience

Description or examples: The custodian needs to apply their knowledge of cash and asset management where necessary to resolve an operational problem i.e. the CIT company may deliver the incorrect amount in cash and the custodian needs to determine where the shortage occurred

Accountability for planning of activities*

Specific tasks are performed

• Achievement of strategic goals
• Compliance with/ or improvement in turn- around times (TAT)

Quantity of reworks
Description or examples: The manager has to adapt to various scenarios where problems may be experienced with the running of the Unit or where queries or complaint have to be dealt with

Discretion allowed for decision making*

Controlled - Existing work instructions and established routine

Description or examples: The manager Recons can only make decisions that are within their sanctioned levels of authority

Work environment*

Working Conditions 1: Regular overtime may be required
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Physical Requirements 1: No specific physical requirements           
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No

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Competency profile formally completed?

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