Shinhan Bank carried out regular personnel appointments in the second half of the year based on the new personnel system.
First of all, various financial accidents were prevented through rotation of long-term employees at the headquarters and branch offices, and opportunities for branch office employees were expanded so that employees can develop various careers.
In addition, the AI (artificial intelligence) personnel developed in-house last year were upgraded to expand the scope of data utilization. Through this, it is explained that the sophistication of personnel management has been enhanced, such as moving the workplace and upgrading the function of recommending suitable people for each job.
Reflecting the strategic importance of ESG management, some changes were made to the internal organization of the company. The newly established ESG headquarters is in charge of the ESG of Shinhan Financial Group and Shinhan Bank, and plans to strengthen the strategic link between the holding company and the bank and establish an ESG execution system with a sense of unity.
The agile SAQ organization Tribe, introduced in January, is also ▲Generation A Tribe (Strategy to secure No. 1 M/S in the senior market) ▲Retail New Market Tribe (Strengthening the MZ generation customer base and upgrading the HEY YOUNG platform) ▲Corporate DT Tribe (Establishing a corporate DT strategy) and implementation) ▲Four future channel tribes (face-to-face-non-face-to-face integrated channel strategy imports) were added to make the company-wide core strategic tasks more flexible and faster.
Shinhan Bank newly introduced and introduced various HR systems through regular personnel appointments in the second half of the year. In particular, through the ‘regular personnel advance briefing session’ held in June, Shinhan Bank focused on securing employee consensus by explaining the direction of personnel appointments to all employees in advance. .
RM (Relationship Manager), which was mainly in charge of the existing deputy manager level, was also expanded to the manager level with expertise and mobility to reflect the needs of various customers, mainly young start-ups. In addition, ‘ICT Development Job Shift’ has been newly established to actively support employees with rich sales field experience and financial expertise to grow into ‘ambidextrous’ developers through ICT competency development.
In addition, ‘SELF PR’, a self-promotion recommendation system, ‘HR Data Report’ that provides HR data such as performance and leadership, ‘My Resume’, which directly discloses one’s strengths and preparations for the desired CDP, Through the newly established HR system, such as ‘Talent Scouting’, where departments directly discover talent, it was intended to further strengthen communication between employees, business, and HR.
A Shinhan Bank official said, “The meta-cognition that communicates with employees and draws out one’s strengths through this is the core of the newly introduced HR system. “We wanted to introduce a holistic talent discovery and virtuous cycle system to discover and nurture talent.”
/ Fortune Korea Correspondent Gong Gong-ho ball@fortunekorea.co.kr
