Union Prerna – Union Bank of India

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UNION PRERNA

Problem

• Succession planning with limited use of employee history.
• Need for new-age working models.
• Need for effective management of employee preference for transfers.
• Lack of tailored benefits for returning mothers, PWDs, etc.
• Succession planning with limited use of employee history.

Solution

• 360-degree feedback program launched for executives with personalised reports assessment reports.
• One-on-one leadership coaching exercise to about 700 potential leaders of the Bank.
• Focused programs to groom leaders in their weak areas.
• Digital roles and KRAs assignments serve as a foundation for multiple HR building blocks and interventions of the Union Prerna project.
• Digitization of key processes like performance appraisal, dashboards of employees, et

Challenges

• Demotivated workforce due to subjective appraisal:
• Positively skewed appraisal scores due to non-measurable KRAs with no link to rewards and recognition.
• >50% of employees allocated roles without skill consideration.
• Target setting with no visibility on local market insights.
• Traditional L&D centers with limited capability for imparting new-age skills.

Outcomes

• 10+ feedback providers per employee instead of 0 earlier.
• Coaching and mentorship for objective succession planning
• Skill development tool customized to one’s existing skills and developmental needs
• Role allocation as per appropriate skill set.
• Role-based interventions for sharper employee-centric outcomes.

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Case Study

Union Prerna

Introduction:

Through the HR Transformation project called the Union Prerna project, Union Bank wanted to seamlessly adapt and integrate talent, performance, and technology to create greater business value by driving operational excellence and strategic impact.

Problems:

The need for new-age working models was felt. Succession planning was done with limited use of employee history. Also, the need for effective management of employee preference for transfers was understood.

Solution:

360-degree feedback program was launched for executives with personalised reports assessment reports. A one-on-one leadership coaching exercise for about 700 potential bank leaders was imparted.

Outcomes

Skill development tool was customized to one’s existing skills and developmental needs. Role allocation was done as per the appropriate skill set.

Challenges

Demotivated workforce due to subjective appraisal was a challenge. Positively skewed appraisal scores due to non-measurable KRAs without links to rewards and recognition.

Innovation

Role-based interventions were made for sharper employee-centric outcomes. Focused programs to groom leaders in their weak areas were carried on.

Opportunities

Union Prerna 3.0 is under process.

Summary

The project aims at evolving employee roles and creating an appraisal system to better employees, strategy, processes and technology with the bank’s business goals.

For more information, please contact:
Dr Chetna pandey, Deputy General Manager at chetnapandey@unionbankofindia.bank

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The best way to show your appreciation for this project is to click some advertisements and keep a count of how many you clicked. You will be asked for the number of advertisements that you clicked before you can vote. The money generated through this supports our social action.