The pandemic context has brought both state and private institutions one step closer to the digital transformation we want, and even to the beginning of the debureaucratization process we only dreamed of.
Banks have made serious investments in digitization projects in the last year by automating certain processes, so it is now much easier for customers to access the banking products or services and information they need, without the need for a physical presence in the bank’s branch. .
And if they have dealt with customer relations or external partners, now is the time to invest in an internal solution, through which employees can sign electronic work documents, with legal value. The legislative context has also changed recently, by Law 208/2021, which strengthens the fact that the documents of the employee file can be signed with electronic signature.
The Human Resources Department of banking institutions is also complex in terms of staff organization and procedures to be followed. This is due to the fact that the number of employees is relatively large and security procedures must be carefully followed and kept under control.
For institutions such as banks, the digital transformation of the HR department is truly desirable, because all processes involving paper consumption, time and archiving space, become electronic.
What does a bank’s HR look like now?
XBank – 10,000 employees with a dynamic of 20% per year.
In the Human Resources department, 15 specialists work on the recruitment side and 10 on the administration side.
There are approximately 20 documents that must be signed upon employment, including: acceptance of the offer, CIM, certificates, declarations, internal regulations, application for opening a bank account, etc. After hiring, during the employment contract there are about 5 documents per year to be signed, without taking into account the leave requests, but only additional documents, annual evaluation, participation in various trainings, etc. These documents total about 50 sheets of paper, which must be printed, signed, filed and archived.
Hours, if not days, are needed to go through a single flow of any physical document, especially when working from home – from drafting, printing, sending by courier for signing to all signatories, returning the document to the Human Resources department, scanning, filing it and then physical archiving.
Even later, if the employee requests a certificate or a duplicate, if the document has already been sent to the physical archive, in a warehouse on the outskirts of the city, it will again take a few days for this request to be fulfilled.
What will the bank’s HR look like after it is digitally transformed?
10,000 employees with a dynamic of 20% per year
In the Human Resources department, 15 specialists work on the recruitment side and 10 on the administration side.
There are approximately 20 documents that must be signed upon employment, including: acceptance of the offer, CIM, certificates, declarations, internal regulations, application for opening a bank account, etc. After hiring, during the employment contract there are about 5 documents per year to be signed, without taking into account the leave requests, but only additional documents, annual evaluation, participation in various trainings, etc. These documents total about 50 sheets of “digital paper”, which only need to be electronically signed, automatically going to the electronic archive with legal value.
The time required to manage all these document flows has decreased from a few good hours, maybe even days, to one or two hours.
No more paper is consumed, time with the transport of documents in physical format from the HR specialist to the director and / or employee, printer ink or space with storage of documents, which is extremely important if we take into account the fact that employment and other HR documents must be archived up to 75 years.
The conclusion is that in addition to the financial economy with consumables and physical archiving, the biggest savings for the bank is TIME. Thus, HR specialists can deal with other specific projects, in order to focus on processes that bring added value to the company, such as recruitment, retention plans and team motivation, talent management, employer brand development.