The HNB in its endeavour to uplift the overall efficiency and effectiveness of the bank’s most important business-arm, the branch network spread island-wide, believes  that its branch managers need continuous upgrading in their skills, competencies as well as attitudes, if they are to meet the expectations of valued customers. The Bank believes in the principle that long term success comes from having the right people in management positions, and more specifically, in the branches.

With an almost certain increase in risks, stemming from the current financial crisis, it is essential that branch managers  acquire a greater understanding of organizational functions, the external challenges, as well as the current trends in managing financial organizations. 

 

 Dr. Uditha Liyanage, Director, Postgraduate Institute of Management, addressing the distinguished gathering at the Ceremony

 Thus the second batch of thirty branch managers followed a similar management development program formulated and conducted by the Postgraduate Institute of Management. This program provided a foundation for such knowledge. The program was designed to be completed in five months, and it contained twelve modules, covering a total duration of 69 hours.

 
Mr. J R P M Paiva, DGM-HRA, HNB, addressing the distinguished gathering

Commencing with the emphasis on the need for an  organized  working  environment  through  the  application  of  5S  principles,  the program had Management through Teams, Productivity Enhancement Practices, Decision Making, Costing and Cost Analysis, HRM, Communication and Interpersonal Relations, Corporate Planning, Service Marketing and Customer Service, Personal Effectiveness, Plan Implementation and Controls at Branch Level, as some of its key components. 

 
Senior Professor Gunapala Nanayakkara, Managing Director, PIM International Centre, Dubai, emphasizing a point while addressing the distinguished gathering at the Award Ceremony

 Dr. Uditha Liyanage, Director, PIM, speaking on “The Role of MDPs in Organizational Development”, inquired from the participants on the immediate impact of the  inputs  the program provided. Dr. Liyanage said that the continuous inquiries made by the HNB, as well as the final group presentations on the key learning points were attempts made at obtaining an answer to this important question. He, however said that it is more relevant to find out the effectiveness of the program in the long run.  In this regard he mentioned three  “I”s, that stand for implementation of internalized ideas. This according to him is the acid test of the effectiveness of the program. To elaborate the point  he visualized a situation where ‘the employees can’t sell’ and ‘the customers fail to buy’. It boils down to a question of ‘can’t do’ or ‘won’t  do’. To the first question the answer lies in training and development. Regarding the second situation the answer is ‘motivation and getting their commitment’. It boils down to ‘ability’ versus ‘willingness’. Herein a correct diagnosis of the problem is essential. An internalized idea or concept helps one to do this. It becomes a “ready reckoner”. The application being the implementation of the internalized idea, Dr. Liyanage said that the last session on ‘key concepts learnt’ was an  illustration of the requisite application.  

Mr. R Theagarajah, MD/CEO, HNB, expressed his firm commitment to uplift branch performances through a continued program of management development 

Mr. J R P M Paiva, DGM-HRA, HNB, described that the visible change seen in the performances of the first batch of branch managers gave the impetus to consider continuing the MDP for another batch of branch managers. According to him, a total change including their thinking and attitudes, evinced in the performances of the first batch of officers was sufficient evidence to prove that an MDP of this nature was useful to help the improvement of performances in the branches. The MDP would also lead to ‘self-development’ as the program opened the path to tread  toward   

 
A section of the awardees who attended the Certificate Award Ceremony

  the realization of individual/career development simultaneously with organizational development, while making the incumbents more professional in fulfilling their commitments. 

 
A Branch Manager receiving his certificate from Dr. Travis Perera, Senior  Consultant, PIM

Professor Gunapala Nanayakkara, who delivered the keynote address on “Keys to Organizational Performance: Lessons for Participants” said that he would imagine himself as a customer of the bank, on this occasion. Reminiscing his experiences with banks he stressed that physical location of a bank plays a vital role in attracting customers. The other factor considered now by the customers is the efficiency of ATM machines. The main reason for a bank’s improvement in its overall performance, according to Professor Nanayakkara is ‘sales’. It is the most important business activity of any company. Underlying this aspect is the cash-flow of a business, which is considered as its first function. Obviously it is linked to sales. The underlying truth herein is to attract the customer. It is cash obtained through sales that ensure sustainability and growth of a business. Professor Nanayakkara envisaged that a person should have ‘four hearts’ in him, namely, a heart for oneself and his family, a heart for the organization, a heart for the nation, and another heart for the customer. These “hearts” need to be properly integrated. If we have a heart for the customer we cannot say that we do not have time, or an obstacle, or another engagement prevents us from serving the customer. This calls for priority of the customer. This, in short, is a common value that should be shared by all of us. Savings and mobilization of resources   would   be   the  outcomes  of  this   customer-centric approach.    

Mr. K A I Kalyanaratne, Manager, Training & Publications, PIM, compered the program
 

He   also  emphasized that continuous competitor-analysis, intelligence-gathering, and analysis of forward-markets, would be the most valuable knowledge that one should possess, as such knowledge would not become obsolete.

Mr. R Theagarajah, MD/CEO, HNB, speaking on ‘What next at the conclusion of an MDP’,  spelt out the attempts made during the last six to seven years to establish a  common approach to take the bank towards a predetermined direction. In this context the MDPs that were conducted through the PIM stood in good-stead as the bank’s branch network  would now have a set of managers who are able to perceive the overall objectives and aspirations of the bank. The MPDs have also enabled the participants to grasp issues much faster, and be more analytical in finding out their causes. Mr. Theagarajah was confident that the MDPs also facilitated the participants to see things in their true perspective, as seeing the reality of things is the precursor to finding practical solutions to issues. 

At the end of the program, the participants who successfully completed all the modules were awarded the Certificate in Executive Management at a ceremony conducted at the PIM on Monday, September 14, 2009. The certificates were presented by Senior Professor Gunapala Nanayakkara, Managing Director, PIM International Centre, Dubai, Dr. Uditha Liyanage, Director, PIM, Mr. R. Theagarajah, MD/CEO, HNB, Dr, Travis Perera, Senior Consultant, PIM, and Mr. J R P M Paiva, DGM-HRA, HNB.

Mr. J N Weerasinghe, Manager, Kurunegala Branch, HNB, expressing a word of appreciation at the Award Ceremony

 

 Dr. William Hickey and Mr. Sisira Athuraliyage of the PIM faculty, Mr. K A Sarath, Deputy Bursar, PIM, and Mrs. Manaram Rambukwella, Senior Manager, Training and Development, HNB were among the distinguished gathering. Mr. J N Weerasinghe, Manager, Kurunegala Branch proposed the vote of thanks. Mr. K A I Kalyanaratne, Manager, Training and Publications, PIM, compered the Certificate Award Ceremony.

 
Group photograph taken at the conclusion of the Certificate Award Ceremony