Human Resource Management At NBK

Human Resource Management At NBK

Growth and development of human talent is the core of the National Bank of Kuwait (NBK) long-term success. In order to achieve the above-mentioned goal, NBK implements synchronized human resource process that is fully informed by the goals and vision of the institution. The human resource implements a wide range of the initiatives which targets professional development of the bank’s staff and ensure they are aligned with the overall needs of the business (National Bank of Kuwait, 2016). On the recruitment, NBK seeks internal and external candidates to fill the advertised positions.

For example, in 2016, they recruited 81 candidates sourced across the department to take various positions because they had the required capabilities. NBK goes beyond the boundaries of Kuwait in their venture to look for the qualified and professional candidates to take positions. The human resource department interviews the applicants against set minimums and the applicant that matches the skills they are looking for and has the highest score is considered for the job. After the right candidates have been found, NBK orients them on what is expected of them, their responsibilities, work environment, reporting system and department from which they shall work. The next step is training and development.

In 2016, the National Bank of Kuwait offered a total of 2370 training opportunities for the employees, of which 75% comprised of the junior staff. In this process, employees are trained in technical skills and soft skills. Currently, the institution has implemented the use of the new Oracle system for the training purpose which facilitates I-Recruitment, eLearning, succession planning and business intelligence. Similarly, the bank invests in Kuwaitis to build a promising banking generation where it absorbs fresh graduates and trains them to take roles in the banking institution (NBK, 2019). After training, employees are required to take their roles in their corresponding offices.

The next step is remuneration and compensation. The institution operates a “total reward” policy which takes into account all components of the financial remuneration. The key components, the employees receive fixed remuneration which is based on the job on their job rank and category. Lastly, they receive variable remuneration which is the performance-based remuneration which includes cash bonus and equity shares. Compensation is not the end of the human resource management process in NBK.

The institution is keen to promote career development and ensure they are always current trending issues in the market. The institution has Middle Management Program delivered by the Euromoney Training Solutions which aimed to develop the staff and managers and aligned to the objective of the firm of developing their employees and in future assume higher positions of management.

Paper For Above instruction

Human Resource Management (HRM) is a critical component that underpins the success and sustainability of financial institutions like the National Bank of Kuwait (NBK). HRM involves strategic processes such as recruitment, training, compensation, and career development, which collectively ensure that the organization attracts, develops, and retains capable personnel aligned with its strategic goals. This paper explores HRM practices at NBK, emphasizing how these strategies contribute to organizational excellence and long-term growth.

Recruitment at NBK exemplifies a comprehensive approach to talent acquisition. The bank seeks both internal and external candidates, ensuring a diverse and qualified pool of applicants. For instance, in 2016, NBK recruited 81 candidates across different departments, indicating a proactive approach to staffing needs. The process involves rigorous screening against predefined criteria, including skills and capabilities, with interview panels assessing candidates’ suitability. This meticulous selection process aims to ensure that only the most qualified individuals are recruited, thereby fostering operational efficiency. Furthermore, NBK extends its recruitment efforts beyond Kuwait’s borders, demonstrating a clear commitment to attracting top talent globally. Orientation is provided to new hires, clarifying roles, responsibilities, and organizational expectations, which helps integrate employees smoothly into the corporate culture.

Training and development are vital facets of NBK’s HRM system. In 2016, the bank offered 2,370 training opportunities, predominantly targeting junior staff, which underscores its focus on nurturing emerging talent. Training initiatives encompass both technical skills—such as banking operations or IT systems—and soft skills like communication and leadership. The integration of technology in training, notably through the Oracle system, enhances learning efficacy by enabling eLearning, succession planning, and business intelligence. Additionally, NBK’s investment in Kuwaiti nationals, including fresh graduates, aligns with the country’s national development goals and addresses skills gaps within the local banking sector. Regular training ensures staff remain competent and adaptable to evolving industry standards and technological innovations.

Compensation at NBK follows a “total reward” policy, ensuring comprehensive recognition of employee contributions. This policy comprises fixed remuneration, which correlates with job roles and seniority, and variable remuneration, which is performance-based. Such performance incentives include cash bonuses and equity shares, motivating employees to achieve organizational targets. Competitive compensation not only attracts top talent but also retains high performers, reducing turnover costs. Salary reviews and reward structures are regularly updated to reflect market trends and individual performance, reinforcing a performance-driven culture.

Beyond remuneration, NBK emphasizes career development through targeted programs like the Middle Management Program delivered by Euromoney Training Solutions. This initiative aims to groom future leaders, equipping them with managerial skills and strategic insight necessary for higher responsibilities. Developing internal talent tanks the organization with leadership capabilities, ensuring continuity and stability. Strategic HRM practices such as these foster employee loyalty, motivation, and alignment with NBK’s vision of long-term growth.

In conclusion, human resource management at NBK is a comprehensive system that aligns recruitment, training, compensation, and career development with organizational objectives. The bank’s proactive approach ensures that it attracts the right talent, prepares employees for future challenges, and rewards performance, thereby creating a resilient and capable workforce. Continuous investment in HR practices positions NBK favorably in a competitive banking environment and supports its mission of sustained excellence and innovation.

References

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• NBK. (2019). News and Announcements. Retrieved April 17, 2019, from NBK Official Website.
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