mediacongo.net - Offre d'emploi - Lubumbashi Branch Manager (Chef d’Agence Lubumbashi)

Lubumbashi Branch Manager (Chef d’Agence Lubumbashi)

Standard Bank Job Description Template

 

Identifiers


Job title*

Manager, Branch

Object Code

<<To be assigned in SAP>>

Industry job title:

Branch Manager

Industry job code:

 

Alternative job titles:

Branch Manager

Links to structures


Job function*

Personal and Business Banking

Job family*

Branch Banking

Job reports to*

Regional Manager Branch

Career type*

Line/Managerial

Contribution


Level of Work*

3 – Managerial

Job purpose description*

To be responsible for the communication, implementation and delivery of the business strategy and service standards, by 1) responsible for all aspects of day to day management of the branch in terms of service delivery, risk control and financial control and 2) responsible for the co-ordination of various workflow out-put of the staff.

Job criticality

Operationally Critical

Key Responsibilities


Output group 1*

Align the branch operating environment to the bank’s overall strategic intent

Outputs and measures*

  • Communicating the strategic intent, thrusts and action plans.          
  • Setting individual targets and work plans aligned to the strategic priorities.
  • Consistently measuring progress, assessing and giving feedback about performance
  • Ensuring property and premises uphold Standard Bank image 

Measures:

  • Scheduled formal meetings with staff
  • Formalised targets per staff member
  • Branch review results
  • Monthly 1:1 discussion with each staff member

Output group 2*

Delivery of excellent, consistent Customer Service

Outputs and measures *

  • Ensure that Customer Service standards are maintained at all times within the branch, by putting the right people in the right places and also by enabling their self- development (coaching and training) for constant improved service delivery
  • Monitoring of customer’s complaints through the Customer query register identifying the root causes and addressing them at source to prevent recurrence.
  • Monitor that all members of staff who are constantly in contact with customers, serve customers in accordance with the defined Customer Service Principles
  • Ensure adherence to good housekeeping by all the staff
  • Monitor that the branch premises, furniture, fittings and operating systems are well maintained and that they are at all times user friendly to both Staff and its Customers.
  • Ensure that customer problems and queries are resolved within laid-down time frames to the satisfaction of the customer.
  • Ensure reduced numbers of recurring queries of similar nature due to effective root cause analyses and the worked on thereof in terms of standards.
  • Ensure correct scheduling of staff to meet customer demand

Measures:

  • Overall customer service rating
  • Overall number of customer complaints

Output group 3*

Active management of risk

Outputs and measures *

  • To ensure that Staff adheres to the Bank’s routine at all times by making them aware of the Bank’s best practice systems, processes and procedures.
  • Ensure availability of the Group Reference Guide (GRG) on each member of staff terminal and use of the same by all staff.
  • Ensure use of the routine checklist for effective routine control and that Control First check list is concluded according to the defined timelines
  • Ensure that laid down instructions are adhered to by all the units.
  • Ensure maintenance of an effective control structure with control activities defined at each level and that duties are appropriately segregated.
  • Monitor internal controls to ensure their adequacy and effectiveness and where necessary recommend amendments to address uncontrolled risks as identified.
  • Ensure effective compliance with agreed operating limits and levels of access to systems and information.
  • Control all aspects of asset custodianship and ensure that correct routine procedures are followed at all times.
  • Perform and ensure that transaction call back and call overs are done in accordance with laid down procedures and audit trail
  • Ensure locking away procedures are carried out.
  • Sign the locking away register daily.
  • Control, scrutinise and authorise all changes to the key register.
  • Ensure that duplicate keys are controlled and maintained according to laid-down instructions.
  • Control the assets register.
  • Control safe custody and ensure that the take-over of safe custody items is undertaken correctly.
  • Control the reserve and current stocks of blank forms.
  • Ensure that procedures regarding the control and movement of cash are adhered to.
  • Ensure that cash is balanced on daily basis and take overs/movements are duly controlled and signed off
  • Maintain a culture within the support area that emphasizes and demonstrates the importance of internal control to all staff.
  • Ensure effective compliance with agreed limits of authority and levels of access to systems and information.
  • Promote staff awareness of fraud through regular workshops
  • Prepare detailed correspondence to Internal Audit when a special investigation is required. Ensure branch has satisfactory audit ratings
  • Prepare detailed correspondence to Operations Control and Risk when a loss/fraud/incident has occurred- Incident reporting 

Measures:

  • Number of losses
  • Number of incidents
  • Audit rating
  • RCSA & KRI scores

Output group 4

Financial management

Outputs and measures

  • Actively monitor all aspects of revenue collection and operational expenditure to ensure that they are in line with the operating budget, by making use of financial reporting from the Finance department.
  • Monitor actual figures in the Trial Balance and Profit and Loss against budget and / or against past months’ performance and investigate undue variations.

Measures:

  • Income statement – actual expenditure against budget
  • Income statement – non-interest revenue (fee income) against budget

Output group 5

People management – lead and manage the branch team

Outputs and measures

  • Provide a Leadership style which encourages an open two-way communication at all levels and that which makes Staff members feel valued, supported and well informed
  • Provide goal setting and performance management of Staff. Managing and motivating them on day to day basis.
  • Delegate authority and responsibility in line with business objectives and service standards to ensure empowerment, motivation and effectiveness of all subordinates.
  • Monitor and manage the performance and development of subordinates to ensure sustained profitability, compliance of code of best banking practice, internal controls and overall well-being of staff.

Measures:

  • EPM loaded for each staff member
  • 1:1 meeting every month

 

Requirements
Qualifications


Formal minimum qualification 1*

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

 

Experience


Experience required 1*

Job Function: Personal and Business Banking
Job Family: Branch Banking
Years: 5- 7 years
Experience Description: 10 Years branch banking experience, with exposure to all areas under control e.g. customer service, cash management, customer and account origination, budget management, cost control

Experience required 2

Job Function: Personal and Business Banking
Job Family: Branch Banking
Years: 3-4 Years
Experience Description: Experience in managing a diverse range of people and activities is essential.

Behavioural Competencies


Behavioural competency 1*

Competency Label: Directing People
Competency Description: This competency emphasises the “leading” or “giving direction” part of leadership. The effective display of the “Leading People” competency is highly dependent on the effective display of a number of other competencies. Leading people is about taking control of as well as coordinating people and resources. While there are many different views on what leadership is, in this case, the concern is not focused on what leadership is, but is rather focused on the generic behaviour associated with leading people.

Behavioural competency 2*

Competency Label: Empowering Individuals
Competency Description: This competency emphasises the empowerment of others which includes encouraging others, motivating as well as inspiring them.

Behavioural competency 3

Competency Label: Resolving Conflict
Competency Description: This competency is about effectively dealing with disagreements and conflict in the workplace. In order to demonstrate being competent at resolving conflicts in the workplace, individuals are expected to demonstrate that they are able to effectively handle angry individuals and emotionally charged situations.

Behavioural competency 4

Competency Label: Showing Composure
Competency Description: This is about the extent to which individuals can remain calm under pressure and maintain poise before and during important events. As such, the competency addressed in this document is concerned with the extent to which individuals show behaviours that lead to the effective handling of pressurised situations. 

Behavioural competency 5

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

Behavioural competency 6

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 in order to avoid making mistakes.

Behavioural competency 7

Competency Label: Taking Action
Competency Description: This competency is about taking action in service of achieving the organisation's goals. It is about being energetic, showing initiative and being action oriented. 

Technical Competencies


Technical competency 1*

Competency Label: Written Communication
Competency Description:
Ability to express ideas by means of clear and effective writing, in order to support professional communication internally within the Bank and externally.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Technical competency 2*

Competency Label: Customer Acceptance and Review
Competency Description: The ability to assess if the client qualifies to receive the services applied for, based on established parameters and criteria.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 3*

Competency Label: Client Knowledge
Competency Description: Knowledge of the bank's clients, their names, requirements, history of relationship and key relationship issues.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 4

Competency Label: Managerial Budgeting
Competency Description: The ability to plan the work unit budget and manage income and expenditure, through responsible implementation of policies, practices and decisions.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 5

Competency Label: Coaching and Mentoring
Competency Description: The knowledge and skills required to direct, instruct, and train an employee/s with the aim to fulfil a goal, in order to develop specific skill/s in an enthusiastic, motivating manner.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 6

Competency Label: Operational Planning
Competency Description: The ability to translate the organisation's vision and long-term goals into medium and short term deliverables.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Leadership Competencies (for jobs in Levels of Work 3 to 7)


Leadership Competency 1

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: 2 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.

Additional Job Dimensions


Business accountability: Impact on end result*

Primary - Has a controlling impact on end results

Description or examples: The branch manager is accountable for the delivery of all branch targets and ensuring all controls are adhered to Click here to enter text.

Typical direct reports for this job*

Job Title: Asset Custodian
Number: 1-3
Job Title: Team Leader, CSA
Number: 1-3

Indirect reports

Job Family: Customer Service Agent (Teller/Enquiries)
Number: 1-10
Job Family: Click here to enter text.
Number: Choose an item.

Financial accountability*

Type of Budget: Operational Budget
Size of Budget (ZAR equivalent): Between ZAR 1-10 million
Type of accountability: Directly accountable

Internal relationships*

Business area: Operations
Job: Head Operations
Nature of relationship: Provide and receive a service
Sphere of influence: Limited to their department only
Description or examples Interact with the Head of operations to report on branch performance and monitoring; and the interaction with various Operations teams particularly reconciliations, client services team, Processing & Clearing and Foreign Trade Services

Business area: Transactional Products and Services
Job: Head TPS
Nature of relationship: Provide and receive a service
Sphere of influence: Limited to their department only
Description or examples: Interact to ensure that business level objectives are being met and exceeded and delivery is in line with agreed strategy

External relationships*

Role type of external contact: Customer
Nature of relationship: Provide customer service
Description or examples: Interact with client where necessary

Role type of external contact: CIT company
Nature of relationship: Choose an item.
Description or examples: Manage service levels for cash delivery and collection

Accountability for problem solving*

Degree of guidance received to solve problems: Generally defined - general principles with guidance from top management
Description or examples: The branch manager will intervene when a problem is referred and make a decision based on the facts at hand
Degree of original thought required to solve problems: Adaptive - Requires analysis, interpretation and significant judgment
Description or examples The branch manager has to adapt to various scenarios where problems may be experienced with the running of the branch or where a customer question or complaint has to be dealt with

Accountability for planning of activities*

Performance or supervision of varied activities

Description or examples: The branch manager has daily tasks to complete such a verification of certain reports or authorisation of transactions. Certain items on the duty list is routine in nature, but a Branch manager must adapt to the demands of the specific day

Discretion allowed for decision making*

Directed - Broad practices, managerial direction

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

Work environment*

Working Conditions 1: Regular overtime may be required
Working Conditions 2: Domestic/local travel may be required
Physical Requirements 1: No specific physical requirements     
Physical Requirements 2: Choose an item.

Les candidats intéressés doivent envoyer leur candidature comprenant un CV à jour ainsi qu’une lettre de motivation en anglais à l’adresse info@standardbank.cd en mentionnant l’intitulé du poste dans l’objet de leur e-mail.

La date butoir est le jeudi 20 Juin 2019 à 17h00’.

Lubumbashi
https://www.mediacongo.net/pics/mediacongo.png
2019-06-26



Retour à la liste Offre d'emploi
Publiée le 05/06/2019
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Lubumbashi Branch Manager (Chef d’Agence Lubumbashi)

Lieu

Lubumbashi ()

Description

Le poste

Standard Bank Job Description Template

 

Identifiers


Job title*

Manager, Branch

Object Code

<<To be assigned in SAP>>

Industry job title:

Branch Manager

Industry job code:

 

Alternative job titles:

Branch Manager

Links to structures


Job function*

Personal and Business Banking

Job family*

Branch Banking

Job reports to*

Regional Manager Branch

Career type*

Line/Managerial

Contribution


Level of Work*

3 – Managerial

Job purpose description*

To be responsible for the communication, implementation and delivery of the business strategy and service standards, by 1) responsible for all aspects of day to day management of the branch in terms of service delivery, risk control and financial control and 2) responsible for the co-ordination of various workflow out-put of the staff.

Job criticality

Operationally Critical

Key Responsibilities


Output group 1*

Align the branch operating environment to the bank’s overall strategic intent

Outputs and measures*

  • Communicating the strategic intent, thrusts and action plans.          
  • Setting individual targets and work plans aligned to the strategic priorities.
  • Consistently measuring progress, assessing and giving feedback about performance
  • Ensuring property and premises uphold Standard Bank image 

Measures:

  • Scheduled formal meetings with staff
  • Formalised targets per staff member
  • Branch review results
  • Monthly 1:1 discussion with each staff member

Output group 2*

Delivery of excellent, consistent Customer Service

Outputs and measures *

  • Ensure that Customer Service standards are maintained at all times within the branch, by putting the right people in the right places and also by enabling their self- development (coaching and training) for constant improved service delivery
  • Monitoring of customer’s complaints through the Customer query register identifying the root causes and addressing them at source to prevent recurrence.
  • Monitor that all members of staff who are constantly in contact with customers, serve customers in accordance with the defined Customer Service Principles
  • Ensure adherence to good housekeeping by all the staff
  • Monitor that the branch premises, furniture, fittings and operating systems are well maintained and that they are at all times user friendly to both Staff and its Customers.
  • Ensure that customer problems and queries are resolved within laid-down time frames to the satisfaction of the customer.
  • Ensure reduced numbers of recurring queries of similar nature due to effective root cause analyses and the worked on thereof in terms of standards.
  • Ensure correct scheduling of staff to meet customer demand

Measures:

  • Overall customer service rating
  • Overall number of customer complaints

Output group 3*

Active management of risk

Outputs and measures *

  • To ensure that Staff adheres to the Bank’s routine at all times by making them aware of the Bank’s best practice systems, processes and procedures.
  • Ensure availability of the Group Reference Guide (GRG) on each member of staff terminal and use of the same by all staff.
  • Ensure use of the routine checklist for effective routine control and that Control First check list is concluded according to the defined timelines
  • Ensure that laid down instructions are adhered to by all the units.
  • Ensure maintenance of an effective control structure with control activities defined at each level and that duties are appropriately segregated.
  • Monitor internal controls to ensure their adequacy and effectiveness and where necessary recommend amendments to address uncontrolled risks as identified.
  • Ensure effective compliance with agreed operating limits and levels of access to systems and information.
  • Control all aspects of asset custodianship and ensure that correct routine procedures are followed at all times.
  • Perform and ensure that transaction call back and call overs are done in accordance with laid down procedures and audit trail
  • Ensure locking away procedures are carried out.
  • Sign the locking away register daily.
  • Control, scrutinise and authorise all changes to the key register.
  • Ensure that duplicate keys are controlled and maintained according to laid-down instructions.
  • Control the assets register.
  • Control safe custody and ensure that the take-over of safe custody items is undertaken correctly.
  • Control the reserve and current stocks of blank forms.
  • Ensure that procedures regarding the control and movement of cash are adhered to.
  • Ensure that cash is balanced on daily basis and take overs/movements are duly controlled and signed off
  • Maintain a culture within the support area that emphasizes and demonstrates the importance of internal control to all staff.
  • Ensure effective compliance with agreed limits of authority and levels of access to systems and information.
  • Promote staff awareness of fraud through regular workshops
  • Prepare detailed correspondence to Internal Audit when a special investigation is required. Ensure branch has satisfactory audit ratings
  • Prepare detailed correspondence to Operations Control and Risk when a loss/fraud/incident has occurred- Incident reporting 

Measures:

  • Number of losses
  • Number of incidents
  • Audit rating
  • RCSA & KRI scores

Output group 4

Financial management

Outputs and measures

  • Actively monitor all aspects of revenue collection and operational expenditure to ensure that they are in line with the operating budget, by making use of financial reporting from the Finance department.
  • Monitor actual figures in the Trial Balance and Profit and Loss against budget and / or against past months’ performance and investigate undue variations.

Measures:

  • Income statement – actual expenditure against budget
  • Income statement – non-interest revenue (fee income) against budget

Output group 5

People management – lead and manage the branch team

Outputs and measures

  • Provide a Leadership style which encourages an open two-way communication at all levels and that which makes Staff members feel valued, supported and well informed
  • Provide goal setting and performance management of Staff. Managing and motivating them on day to day basis.
  • Delegate authority and responsibility in line with business objectives and service standards to ensure empowerment, motivation and effectiveness of all subordinates.
  • Monitor and manage the performance and development of subordinates to ensure sustained profitability, compliance of code of best banking practice, internal controls and overall well-being of staff.

Measures:

  • EPM loaded for each staff member
  • 1:1 meeting every month

 

Requirements
Qualifications


Formal minimum qualification 1*

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

 

Experience


Experience required 1*

Job Function: Personal and Business Banking
Job Family: Branch Banking
Years: 5- 7 years
Experience Description: 10 Years branch banking experience, with exposure to all areas under control e.g. customer service, cash management, customer and account origination, budget management, cost control

Experience required 2

Job Function: Personal and Business Banking
Job Family: Branch Banking
Years: 3-4 Years
Experience Description: Experience in managing a diverse range of people and activities is essential.

Behavioural Competencies


Behavioural competency 1*

Competency Label: Directing People
Competency Description: This competency emphasises the “leading” or “giving direction” part of leadership. The effective display of the “Leading People” competency is highly dependent on the effective display of a number of other competencies. Leading people is about taking control of as well as coordinating people and resources. While there are many different views on what leadership is, in this case, the concern is not focused on what leadership is, but is rather focused on the generic behaviour associated with leading people.

Behavioural competency 2*

Competency Label: Empowering Individuals
Competency Description: This competency emphasises the empowerment of others which includes encouraging others, motivating as well as inspiring them.

Behavioural competency 3

Competency Label: Resolving Conflict
Competency Description: This competency is about effectively dealing with disagreements and conflict in the workplace. In order to demonstrate being competent at resolving conflicts in the workplace, individuals are expected to demonstrate that they are able to effectively handle angry individuals and emotionally charged situations.

Behavioural competency 4

Competency Label: Showing Composure
Competency Description: This is about the extent to which individuals can remain calm under pressure and maintain poise before and during important events. As such, the competency addressed in this document is concerned with the extent to which individuals show behaviours that lead to the effective handling of pressurised situations. 

Behavioural competency 5

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

Behavioural competency 6

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 in order to avoid making mistakes.

Behavioural competency 7

Competency Label: Taking Action
Competency Description: This competency is about taking action in service of achieving the organisation's goals. It is about being energetic, showing initiative and being action oriented. 

Technical Competencies


Technical competency 1*

Competency Label: Written Communication
Competency Description:
Ability to express ideas by means of clear and effective writing, in order to support professional communication internally within the Bank and externally.
Proficiency Level: SEASONED - Applies concepts without requiring supervision, able to provide technical guidance when required

Technical competency 2*

Competency Label: Customer Acceptance and Review
Competency Description: The ability to assess if the client qualifies to receive the services applied for, based on established parameters and criteria.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 3*

Competency Label: Client Knowledge
Competency Description: Knowledge of the bank's clients, their names, requirements, history of relationship and key relationship issues.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 4

Competency Label: Managerial Budgeting
Competency Description: The ability to plan the work unit budget and manage income and expenditure, through responsible implementation of policies, practices and decisions.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 5

Competency Label: Coaching and Mentoring
Competency Description: The knowledge and skills required to direct, instruct, and train an employee/s with the aim to fulfil a goal, in order to develop specific skill/s in an enthusiastic, motivating manner.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 6

Competency Label: Operational Planning
Competency Description: The ability to translate the organisation's vision and long-term goals into medium and short term deliverables.
Proficiency Level: ADVANCED - Mastered the concept, able to act independently, provides guidance and training to others

Leadership Competencies (for jobs in Levels of Work 3 to 7)


Leadership Competency 1

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: 2 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.

Additional Job Dimensions


Business accountability: Impact on end result*

Primary - Has a controlling impact on end results

Description or examples: The branch manager is accountable for the delivery of all branch targets and ensuring all controls are adhered to Click here to enter text.

Typical direct reports for this job*

Job Title: Asset Custodian
Number: 1-3
Job Title: Team Leader, CSA
Number: 1-3

Indirect reports

Job Family: Customer Service Agent (Teller/Enquiries)
Number: 1-10
Job Family: Click here to enter text.
Number: Choose an item.

Financial accountability*

Type of Budget: Operational Budget
Size of Budget (ZAR equivalent): Between ZAR 1-10 million
Type of accountability: Directly accountable

Internal relationships*

Business area: Operations
Job: Head Operations
Nature of relationship: Provide and receive a service
Sphere of influence: Limited to their department only
Description or examples Interact with the Head of operations to report on branch performance and monitoring; and the interaction with various Operations teams particularly reconciliations, client services team, Processing & Clearing and Foreign Trade Services

Business area: Transactional Products and Services
Job: Head TPS
Nature of relationship: Provide and receive a service
Sphere of influence: Limited to their department only
Description or examples: Interact to ensure that business level objectives are being met and exceeded and delivery is in line with agreed strategy

External relationships*

Role type of external contact: Customer
Nature of relationship: Provide customer service
Description or examples: Interact with client where necessary

Role type of external contact: CIT company
Nature of relationship: Choose an item.
Description or examples: Manage service levels for cash delivery and collection

Accountability for problem solving*

Degree of guidance received to solve problems: Generally defined - general principles with guidance from top management
Description or examples: The branch manager will intervene when a problem is referred and make a decision based on the facts at hand
Degree of original thought required to solve problems: Adaptive - Requires analysis, interpretation and significant judgment
Description or examples The branch manager has to adapt to various scenarios where problems may be experienced with the running of the branch or where a customer question or complaint has to be dealt with

Accountability for planning of activities*

Performance or supervision of varied activities

Description or examples: The branch manager has daily tasks to complete such a verification of certain reports or authorisation of transactions. Certain items on the duty list is routine in nature, but a Branch manager must adapt to the demands of the specific day

Discretion allowed for decision making*

Directed - Broad practices, managerial direction

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

Work environment*

Working Conditions 1: Regular overtime may be required
Working Conditions 2: Domestic/local travel may be required
Physical Requirements 1: No specific physical requirements     
Physical Requirements 2: Choose an item.

Les candidats intéressés doivent envoyer leur candidature comprenant un CV à jour ainsi qu’une lettre de motivation en anglais à l’adresse info@standardbank.cd en mentionnant l’intitulé du poste dans l’objet de leur e-mail.

La date butoir est le jeudi 20 Juin 2019 à 17h00’.

Contact

Société :Standard Bank

Site Internet :

Email :info@standardbank.cd

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EMPLOI SUIVANT : MEAL Officer
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EMPLOI Précédent : Conseiller technique des questions sociales