- Credit Libanais

Ready for Tomorrow
2010/11
TRAINING REPORT
B a n k i n g
G r o u p
TRAINING REPORT 2010/11
Contents
04
Chairman’s Review
06
A Word from the Human Resources Manager
08
Strategic Training and Development: the Path
to Success
10
Focusing on the Right Needs
14
Implementing Suitable Solutions
18
Talent Management
22
Adopting the Future of Training through
e-Learning
24
Measuring the Impact of Training and
Determining its Success
28
The Transfer of Knowledge
30
Branch Network
OUR VALUES
Our Values are our compass. CL values include
mutual trust and respect, customer focus, creativity,
achievement, and integrity.
Mutual trust and respect
We want all staff in our working community to trust and respect each
other. We should accept diversity, be open to new ways of thinking and
be prepared to help one another in times of need. The joy of success
lies in sharing experiences.
Customer focus
We want to understand, anticipate and meet our customers’ present
and future needs. Close cooperation with customers will ensure fulfillment
of their needs and problems that steer both our immediate and longterm actions.
Creativity
We embrace change. We continuously seek better solutions for the
customers and the Bank.
High Achievement
We strive to be the best in our field by developing products, services
and solutions that reflect financial excellence.
Integrity
We value each others’ ideas and opinions. We irrespectively treat
colleagues fairly, sincerely and courteously.
2
our values
Credit Libanais Group
Training Report 2010/11
The opportunity
to prosper and
GROW
Credit Libanais’ Training Report sums up the Training and Development
endeavors undertaken over the past year.
Our core mission at the Human Resources Management Division
is to train and develop our employees on all levels of the institution
and equip them with efficient tools to help them achieve the global
strategies of our Bank.
At Credit Libanais, we believe that developing the skills of our human
capital will undeniably translate into higher returns on investment. This
objective of ours is attainable by offering our work force the opportunity
to prosper and grow, to enable us as a Bank to expand and develop.
the opportunity to prosper and grow
3
Chairman’s
Review
“ We must become the change we want to see.” (M. Ghandhi)
It gives me great pleasure to share with you the achievements of the Bank, despite the ever
growing competitive environment and the complexity of the macro-economic issues that
challenge our businesses today.
Over the past year, several initiatives were undertaken at the bank level: on the international
front, a new affiliated bank was launched in Senegal: Credit International sa “CISA” which
began operations in June 2010. With this new foreign entity, we have penetrated the African
market with a wider vision of expansion within the African continent. In Lebanon, we opened
two new branches in Haret Hreik and Jbeil to better serve and reach out to our diversified
customer base.
With regards to the geographical expansion in Lebanon, the Bank adopted the policy of opening
two branches per year, in accordance with the circulars of the Central Bank of Lebanon; our
local network has therefore reached a total of 64 branches. As for expansion plans abroad, our
Bank intends to strengthen its foreign presence by targeting emerging markets, where we will
be able to invest the human resources and logistics capabilities that we have built in Lebanon.
At Credit Libanais, we are highly committed to hiring only the best candidates who share our
passion for making things happen as a team and to evolve as a team. The Human Resources
Division, which is a central support entity, is committed to establishing a harmonious business
environment that supports the Bank’s strategic plan and business objectives, in line with Credit
Libanais’ vision and mission. We develop and implement key HR strategic plans and programs
that include recruiting, developing, compensating and retaining employees who will add value
and contribute to the overall success and growth of the Bank.
In order to remain among the best players in the local market and acquire the ability to export
know-how and skills to newly tapped markets, maintaining a human capital whose high standard
of expertise can translate the global strategies of our Bank is required. Furthermore, we are
4
chairman’s review
Credit Libanais Group
Training Report 2010/11
Enhancing training and developing competence
surely translates into higher returns, and subsequently
leads to the growth and expansion of the Bank. We are
adamant on developing the personal efficiency of our staff
members for the benefit of the overall competence and the
sustainability required for growth and development.
driven by the belief that the competitive battlefront is for the best people because they are the
true creators of value.
As a means of achieving the Bank’s objectives, the Training and Development team has launched
four projects comprising e-learning, Talent Development, Product Knowledge and Curriculum/
Schools that will allow us to adopt a less conventional method of training and lead our Bank into
a world of talent, innovation and a rising future.
At the recruitment level, the Recruitment and Evaluation Department played an important role
in attracting potential candidates with the appropriate profiles needed to fulfill the Bank’s needs
by integrating competence, motivational and cultural requirements into the recruitment process.
The most challenging question was when to hire from within and when to attract from outside,
while respecting the diversification of the workforce, thus enabling the expansion of Credit
Libanais locally and abroad.
A diversified workforce brings about cultural differences, and the ability to pool these disparities
under one common strategy is not an easy task. With a wide workforce and a challenging
environment, it becomes imperative that our Bank aligns training initiatives with the overall
banking strategy. Mutual trust, customer focus, creativity, higher achievements and integrity are
the building blocks of all our endeavors.
On a final note, training and development continues to be an essential factor as our organization
proceeds on its path to excellence. With the new emerging reality where competition, demographic
changes of the workforce, and business upheavals are the norm, training and development
enhances our Bank’s flexibility and adaptability to support our growth and expansion needs.
Dr. Joseph Torbey
Chairman General Manager
chairman’s review
5
A Word from
the Human
Resources Manager
“ Quality is never an accident: it is always the result of high intention,
sincere efforts, intelligent direction and skillful execution; it represents
the wise choice of many alternatives.”(W. Foster)
In this issue of our yearly Training Report, I am pleased to address the subject of modernizing
Human Resources Management in general, and the Training and Development components of
our Human Resources, in particular.
At Credit Libanais, we believe that the most effective way to develop people’s potential is quite
different from conventional training: it is all about enabling learning and personal development.
As a means of achieving this objective throughout our Bank, the Training and Development
team has launched four projects labeled as non-conventional training, which aim at leading our
Bank into a professional environment of talent and innovation. These projects are as follows:
The e-learning Project: CL is the first bank in Lebanon to launch such a project which has
achieved a high level of success and recognition in a very short time. Undoubtedly, organizations
that recognize and embrace this trend will significantly advance and get ahead of the competition.
Along with each innovation, come new challenges; and the basic challenge presented by the
shift to online interactive learning does not lie in technology, but rather in the development of new
learning models, evaluation systems and the implementation of a learning friendly environment
that will motivate and encourage our employees to commit to the program.
Talent Development Program: at Credit Libanais, we believe that the strength of our Bank
is built on the quality of its employees and most importantly on a new movement that we call
6
a word from the human resources manager
Credit Libanais Group
Training Report 2010/11
At Credit Libanais, we believe
that the competitive battlefront is for the
best people because they are the true
creators of value.
“Talent Management”. As such, the Human Resources
meets their demands. In addition, by launching and
Department has adopted this process for the purpose
implementing this campaign, our employees gain better
of delivering an optimal workforce to our business.
communication skills, grow more confident, and most
Our central concern is to invest in our human capital
importantly, become more enthusiastic. The Training
by attracting, developing and retaining our best
and Development team, through this campaign, is
employees; hence the definition of Talent Movement.
working on motivating the Bank’s human capital by means
We are certain that talent is what ultimately drives
of various methods of training, product knowledge
business and creates value. For this reason, our Bank
workshops and on the job training.
works on aligning talent with business objectives, while
significantly reducing costs, improving quality of hire,
and achieving higher levels of performance.
Curriculum and Schools: This program involves
assigning a set of intensive courses for each of our
Bank functions and aims at helping employees master
Product Knowledge Campaign: this project mainly
the technicalities of each banking operation.
targets branch employees and aims at helping
Our thanks go to all those who have contributed to the
our staff give the best service to customers, by
means of acquiring a perfect knowledge of products’
characteristics. In terms of sales techniques, it is difficult
for our staff to sell any product if they cannot identify
customers’ needs and propose a particular product that
preparation and dissemination of the training sessions.
We are also grateful to our staff, whose commitment
and dedication to Credit Libanais safeguards our Bank’s
continuous development and growth.
Badih Azzi
Human Resources Manager
a word from the human resources manager
7
Strategic training and
development: the path to
success “ Today, the business environment has changed, with intense
pressure on organizations and especially on banks to stay ahead
of the competition through innovation and value creation. ”
By definition, Training and Development refers to the process of obtaining or transferring
knowledge, as well as the skills and abilities needed to carry out a specific activity or task.
Training and Development encompasses a wide range of learning activities, from training for
tasks and knowledge sharing, to improved customer service and career development. By doing
so, individual, group and organizational effectiveness is reinforced to meet the current and
future business demands.
Initially, the purpose of Training and Development has been to ensure that employees can
effectively accomplish their jobs. Today, the business environment has changed, with intense
pressure on organizations and banks to stay ahead of the competition through innovation;
Moreover, the importance of continued learning is increasing, indicating that organizations must
promote and encourage learning to remain competitive in the global marketplace.
The cornerstone for achieving excellent training results is based on aligning our training
initiatives with the Bank’s strategy.
Credit Libanais
Strategy
8
strategic training and development: the path to success
Credit Libanais Group
Training Report 2010/11
Methods we use:
1-
Diversification of the learning portfolio.
2-
Expansion of trainees’ pool.
3-
Acceleration of the pace of employee learning.
4-
Providing development and communication opportunities for employees.
5-
Capturing and sharing of knowledge.
6-
Aligning Training and Development activities with the Bank’s Strategy.
7-
Ensuring that the work environment supports learning and transfer of knowledge.
The cornerstone for achieving
excellent training results
is based on aligning our training
initiatives with the Bank’s
strategy.
Strategic
Training and
Development
Initiatives
Training and
Development
Activities
Metrics and
Value of
Training
strategic training and development: the path to success
9
“There is real magic in enthusiasm. It spells the
difference between mediocrity and accomplishment.”
(N.V. Peale)
Focusing
on the
right needs
Competition among Alpha banks in Lebanon is greater
than ever, namely because customers are becoming more
demanding, and products offered are increasingly comparable;
hence the way to maintain a competitive advantage in the
market is by enhancing skills and competencies of our
human capital, in view of overcoming existing deficiencies,
developing existing skills for more value creation.
Our mission at the Training and Development Department
is to develop qualified, confident and knowledgeable staff by
analyzing current and future requirements. To attain this goal,
we provide focused and targeted training programs tailored
to their needs.
Training Needs by Functions / Branches / Departments
Methods we use:
The main questions to be asked are whether our employees are effectively doing their job?
Do they know the productive way to complete their assigned tasks?
Do they actually understand customers’ needs to be able to offer them the right product/
service?
Several methods are used at the Training and Development Department to gather relevant
data pertaining to employees’ performance. Those include:
Annual
Strategic
Objectives
based on the Bank’s strategic plan.
Annual
Performance
Appraisals
During the Annual Performance Appraisal meetings, managers evaluate
their staff performance and define the training needs tailored and adapted
to each one of them.
Reports
such as the Mystery Shopper and Audit Reports, that shed light on
employees’ performance, thereby giving us indications on their specific
training needs.
Special
Training
Requests
as needed by managers and supervisors.
12
focusing on the right needs
Credit Libanais Group
Training Needs by Function
Training Report 2010/11
Departments Training Needs
80
1%
40%
70
4%
60
50
14%
40
9%
27%
30
20
5%
10
0
Head Offices
Branches
Assistant Branch Manager | Branch Manager | Customer Relation Manager
Customer Services Clerk | Customer Services Supervisor | Messenger | Teller
Auditing & Finance | Banking Operations
Languages & Computer Lab | Leadership & Management
Branches Trainings
Function vs Fields
Banking Operations | Languages & Computer lab | Leadership & Management | Auditing & Finance
140
120
100
80
60
40
20
0
Assistant
Branch Manager
Customer
Relation Agent
Customer
Services Supervisor
Teller
focusing on the right needs 13
Implementing
suitable solutions
“ Become addicted to constant and never ending self improvement. ” (A. D’Angelo)
At Credit Libanais, training incorporates the features of a positive learning environment.
Therefore, we believe that creating an efficient training environment at the Bank, reinforces all
jobs and functions at the organization level.
Our Training Center highlights the importance of what skills and technicalities need to be learned
and identifies learning outcomes. Moreover, a major focus is made on the design of the training
programs, a goal that is essential to our Department. The process starts with the creation of the
program schedule and ends with the setting of the training environment. The main target is to
facilitate interaction among trainees as well as with the trainer.
14
implementing suitable solutions
Credit Libanais Group
Training Report 2010/11
Methods we use:
Various methods are used to assist trainees in understanding the desired outcomes planned for
each training course. Those include:
Bank Wide Training Plan
and Training Calendar
A comprehensive annual training plan is developed at the beginning of every year, covering all
branches and head office departments. The plan identifies training topics, learning objectives,
type of audience and costs. Experienced and skilled staff members from the Bank are selected
as trainers in specific areas of expertise; as for external trainers, they mostly provide soft skills
seminars and courses. Every quarter, the training calendar is updated on the intranet to allow
our staff book their upcoming trainings accordingly.
Training Sessions
Training sessions encompassing various fields such as management and leadership, finance,
audit, risk management, human resources, marketing and IT, are organized and given internally
and externally throughout the year. Training material is then classified and electronically archived
for future references.
Curriculum
Maintaining consistency and ensuring a standardized image branding across the Bank are
priorities for our Training and Development Department; for this reason, we initiated the
Curriculum set of courses offered to each function in a classroom environment. This process
guarantees that the same language/course material is transmitted to all employees from the
same source. The most important issue in the Curriculum is the assessment of attendees;
whereby they are pre and post tested on every course. At the end of the course, employees
are internally certified by CL Management, and granted a certificate of successful completion
of all requirements of each function. Since Curriculum courses are open to all employees of the
Bank, the program remains a management indicator for the career and succession planning for
employees’ advancement at the Bank.
Model Branch
The Training and Development Department devised a Model Branch at the Training Centre of the
Bank that aims at training new employees before they are allocated to their respective branches.
Newcomers handle simulated and mock cases, in a branch-like environment. New employees
are required to demonstrate excellent customer service skills and are tested at the end of the
training period, to make sure they have acquired the skills and technicalities needed for the job.
implementing suitable solutions 15
Functional
Rotation Program
The Functional Rotation Program is developed to ensure that branch employees acquire an
in-depth knowledge of all branch functions. The purpose of this program is to guarantee work
continuity and un-interrupted service in case of branch staff absences. By the same token,
the FRP is a performance measurement tool for the Training and Development Department to
identify those employees who perform better on other functions assigned.
Summer
Internship
More than 200 university students coming from major Lebanese universities are accepted every
year to enroll at the Bank as trainees. Before being assigned to departments/branches, interns
are given an introductory session to provide them with an overview of the Bank, its products and
services, code of conduct and the internship processes. At the end of their internship, interns
are requested to complete an assessment report, whereby they evaluate banking concepts
learnt on-the-job. On the other hand, managers are also requested to assess performance
of interns, in view of making the internship experience as beneficial as possible for both the
candidate and our Bank.
On-Boarding
As part of the induction process, an on-boarding program is run several times per year for newly
hired employees. The program covers a multitude of topics enabling new recruits to acquire a
solid understanding of the Bank’s mission, vision, values, as well as products and services.
On-Boarding Program extends over one week and covers the following topics:
•
Introduction to Credit Libanais (vision/mission/values/structure/employee
handbook/customer relationship);
16
•
Employee benefits;
•
Duties and responsibilities of branch staff and regional management;
•
The Bank procedures and operations processes;
•
General overview of the Bank’s products and services;
•
Introduction to e-banking;
•
AML rules and procedures;
•
Audit parameters.
implementing suitable solutions
30
25
20
15
5
3
0
0.5
1
1.5
2
The Role ADC and e-Banking
Introduction to Electronic Payment
Department Audit Parameters
1.5
1
1.5
1
1.5
2
2
2
Total
Operations Manual for Tellers
AML/CFT
1
Bank Image
Bank Procedures
1
Bank Products
CSC’s Duties and Responsible
5
CRA’s Duties and Responsibility
5
Introduction to Branch Audit
10
Information Security
15
Role of Regional Manager and Matrix
20
On the Job Training
Revision
Total
Overall Operations of the Branch
Introduction to the System and
types of accounts/definitions
General Overview of the Branch
25
Training and Development
Duration Hrs.
30
Benefits and Compensation
10
Introduction to Credit Libanais
Duration Hrs.
Credit Libanais Group
Training Report 2010/11
0
System Training
On-Boarding
CRA: Customer Relations Agent | CSC: Customer Service Clerk | AML/CFT: Anti Money
Laundering/Counter Financing of Terrorism | ADC: Alternative Distribution Channels
implementing suitable solutions 17
Talent management
“ CHALLENGES of Talent Management are simply to attract high
quality candidates; identify and develop high performance for key
positions; retain top performing employees; cater for high impact
positions to support Credit Libanais growth; Keep employees
engaged and focused on high priority goals and optimize
compensation to serve business objectives.”
The Training and Development Department is putting in place talent management strategies
that align staff skills with the Bank’s objectives, in view of overcoming challenges and creating
competitive advantages for the Bank.
Talent Management at Credit Libanais focuses on the improvement of skills, competencies and
professionalism of staff members, all the while planning each employee’s long term career plan.
HR creates these programs to guide employees on the way to choose career options within the
organization, depending on employee career goals and serving the interests of the Bank at the
same time. Most importantly employees become aware of their own interests, values, strengths
and weakness.
Our Goals
We seek to add value through talent management strategies, which help HR management in
the following areas:
• Becoming “proactive” versus “reactive”; Filling our critical talent management needs and
addressing the changes promptly.
• Identifying essential skills to be developed with all employees, and minimizing training costs by
focusing on key development areas.
• Establishing the optimum long term strategy to attract, develop and deploy the workforce.
• Attracting and retaining the best skills and capitalizing on their capabilities according to
business needs.
• Motivating and developing our people’s capabilities that match business requirements, while
meeting their aspirations for motivation and job satisfaction.
18
talent management
Credit Libanais Group
Training Report 2010/11
Methods we use:
Talent Management system is based on a variety of requisites. Those may vary depending on the particular
efforts that each employee has deployed, the degree of integration among staff, and the adaptability of the
person towards this unique Talent Management program. In this context, three major categories of pools have
been identified.
Talent Development Program
We are Ready
Leadership Pool
- Executive Development Program
- Fast Track Program
- MBA’s
- Post Graduates
Talent Pool
- Talent Profiling
- Head Office and Branches
- Certified employees
Succession Pool
- Key Positions by Division
- Green, Orange and Yellow
employees
Purpose
- Filling Leadership and mid
Managerial Positions
- Accomplishment of
demanding assignments
and projects
Purpose
- Filling positions according to
career roadmaps
- Filling positions for
expansion plans of the Bank
- Fast/Short Assignments
Purpose
- Pinpointing successors
for key positions
- Flagging key positions
Assessment
- Business Strategy
- Leadership
- Competencies
- Readiness and Motivation
Assessment
- Strategic priorities
- Workforce demographics
diversity and Initiative
based on the profile
assessment
Assessment
- Alignment of individual
technological and behavioral
readiness and Head of
Division’s expectations
- Senior Management Review
Training
- Fast Track programs
- Standardized courses
- Bank-wide development plan
Training
- Focused on the job certification
- Focused on individual needs
Training
- Most developed
training program
- On campus course with a high
reputable institute
- Advanced certifications
talent management 19
The Leadership Pool
The Leadership Pool Program focuses on specialized programs such as the EDP (Executive
Development Program), Fast Track, MBA’s, and post Graduates, etc… meaning that the profile
of a future executive is met by a combination of technical skills and leadership competencies;
moreover, such a potential executive will value tasks and responsibilities through people and
not vice versa.
The Talent Pool
The Talent Pool Program aims at filling positions according to career roadmaps, either for
assigning staff to carry out specific functions for expansion plans, or simply for appointing
employees to handle short or long-term assignments. The profiling assessment tests are
conducted to allow HR select and develop potential employees to take on new responsibilities
at various organizational levels, in view of optimizing performance and efficiency.
The Succession Pool
Succession planning is an important part of Credit Libanais performance management system,
whereby we identify and develop people from within the organization and equip them with
the appropriate skills to take on key leadership positions. “Replacement Planning” focuses on
identifying specific back up candidates for senior management positions.
20
talent management
Credit Libanais Group
Training Report 2010/11
talent management 21
Adopting the future of
training through e-learning
As part of our ongoing commitment to our staff continuous
development, we introduced a new e-learning initiative that
can be accessed from the convenience of a desktop at work
or at home.
E-Learning is a developmental tool that CL staff can utilize
during their own time and at their own pace, designed to
supplement traditional methods and provide a greater
opportunity for skills development.
“The Greater the
Obstacle, the
more glory in
overcoming it.”
(Molière)
With our new online learning program, our staff can access
a diverse library of contents, based on the functional,
departmental and Bank wide training needs. Courses offered
and associated components are intended to be used as
reference tools to help answer CL employees day-to-day on
the job questions, or as part of their personal development.
Methods we use:
Two methods are used for this practice:
E-Learning
Our new E-Learning initiative is foreseen as having a great impact on the employees. At Credit
Libanais we incorporated the E-Learning with our training initiatives and the result was excellent.
Today, we have a standardized learning under an individual plan for every employee who will be
assessed on what they have learnt through E-tests. This initiative will make it much easier for
us to apply the three training pillars at Credit Libanais Group: Standardization, Continuation and
Education. Our expansion plans are thus made easier from an HR point of view: an employee in
Lebanon can take the same courses as an employee in Bahrain, Senegal or Canada. This has
created an impressive educational culture among staff and has encouraged more learning.
E-Newsletter
Another initiative that has been implemented is the E-Newsletter. Training and Development
Department is issuing, on a monthly basis, a circulation of articles, statistics, quotes and
headline news related to training and development activities, through the internal e-newsletter.
This has enhanced the internal communication between staff and the Training and Development
Department and has improved the educational culture throughout the Bank.
“Unless you try to do something beyond what
you have mastered, you will never grow.”
(Tryon Edwards)
Measuring
the Impact of
Training and
Determining
its Success
The purpose of training evaluation is to determine whether
the training was effective and whether it achieved its set
objectives.
Education under all its forms is an investment in time, efforts
and money, which makes it important to our Bank to measure
its related ROI.
Why does the Training and Development Department
emphasize on applying the training evaluation and why is it
seen as a necessity?
Training evaluation presents the following advantages:
• Helping employees manage their own improvement.
• Building self-confidence of staff members, by demonstrating an interest in development.
• Maximizing training ROI (return on investment).
• Helping to determine the form of future training programs.
• Identifying the effectiveness of different forms of teaching.
• Providing value creation to trained employees and to Credit Libanais.
Methods we use:
The Training and Development Department uses four different methods to evaluate training
sessions. Those include:
Pre-test and
Post-test Procedures
The training process starts with a Pre-test at the beginning of the seminar, followed by a
Post-test consisting of the same material used in the Pre-test, and conducted at the end of
the seminar. We consider the procedure as an extremely essential tool to determine what
trainees have learnt.
Training Electronic
Evaluation Form
The Training Evaluation Form is distributed electronically to participants at the end of each
seminar, following the Post-test; whereby trainees are requested to answer questions related
to the seminar’s content, to what extent it met the training objectives and needs, as well as
their degree of satisfaction with regards to the course given. Evaluations may vary on a scale
of 1(Strongly Disagree) to 4 (Strongly Agree). Noteworthy that Trainees’ names are optional,
not mandatory. This step is fundamental to study the impact of learning.
26
measuring the impact of training and determining its success
Credit Libanais Group
Training Report 2010/11
Follow-up
After Training
The follow-up process after training is put in place to help the Training and Development
Department ensure that the training given is transferred from the classroom to the workplace.
In coordination with the Training and Development Department, the trainer sets the objective
and deadline for the training. We consider this step fundamental, as we ensure that knowledge
transfer has been effectively translated into improved performance on the job. We also
follow-up on the trainees during their seminars to make sure the objective is reached in the
appropriate manner and to measure whether the trainee is efficiently applying the newly
acquired skills and knowledge.
Return on
Investment-ROI
In view of clearly establishing a relation between trainings given and the Bank’s share gain,
the Training and Development Department endeavors to calculate the Return on Investment of
each training course. Such analysis is applied on training programs that have clear identified
outcomes.
measuring the impact of training and determining its success 27
The transfer of knowledge
“By failing to prepare, you are preparing to fail.” (B. Franklin)
The cornerstone of any training initiative is the transfer of knowledge. Without it, the learning
will not get lost over minimal time. Formalizing the process at Credit libanais ensures consistent
development of employees and guarantees the right integration of learning in the Bank’s day
to day operations.
28
the transfer of knowledge
Credit Libanais Group
Training Report 2010/11
The transfer of knowledge acquired during the training seminars means that trainees are able
to apply what they have learnt on tasks they perform every day in their work environment. This
includes knowledge, skills, behavior, as well as cognitive concepts. The transfer of learning also
depends on the trainees’ interpersonal skills and ability to apply them on the job.
Methods we use:
The Training and Development Department uses two methods to ensure efficient transfer of
knowledge. Those are:
Generalization
Generalization refers to the trainee’s ability to apply learnt capabilities (verbal knowledge,
motor skills, etc.) to on-the-job work problems and situations that are similar but not completely
identical to those problems and situations encountered in the learning environment. At the
Training and Development Department, this process is done through the “Model of Transfer
Process”.
Maintenance
Maintenance refers to the process of continuing to use newly acquired capabilities over time;
making sure that the learning is formalized and established to be consistent and integrated with
the day to day Bank operations. The Training and Development Department is ensuring that, by
providing trainees with tools after the courses to make the transfer easier to be implemented.
the transfer of knowledge 29
Head Office and Branch
network
Call Center
+961 1 900 111
Credit Libanais sal
Head Office
Sofil Center - Charles Malek Avenue - Ashrafieh 1100 2811 - Beirut, Lebanon
P.O.Box: 16-6729
Fax: +961 1 325 713 - Phone: +961 1 200 028/9
+961 1 201 292
Website: www.creditlibanais.com
E-mail: [email protected] - [email protected]
Credit Libanais Investment Bank (clib) sal
Head Office
Asseily Bldg. - Riad El Solh Square - Beirut Central District (BCD), Lebanon
P.O.Box: 11-1458
Fax: +961 1 983 155 - Phone: +961 1 983 150/1/2/3
Website: www.creditlibanais.com
E-mail: [email protected] - [email protected]
Credit Libanais d’Assurances et de Reassurances (cla) sal
Credit Libanais sal Bldg. - Dora, Jisr
P.O.Box: 166729 - Beirut - Lebanon
Fax: +961 1 257 629 - Phone: +961 1 257 628
+961 1 257 629
+961 1 257 630
Website: www.creditlibanais.com
E-mail: [email protected] - [email protected]
30
head office and branch network
Head Office
Credit Libanais Group
Training Report 2010/11
Beirut
Ashrafieh Zahret Al Ihsan St., Sausalito Bldg.
Raouche Hajj Toufic Nassar Bldg.
Fax: (01) 204 643 - Phone: (01) 216 540 - 204 641
Fax: (01) 807 475 - Phone: (01) 807 454 - 807 492
Branch Manager: M. Naji Khayat
Branch Manager: Mr. Saadeddine El-Akel
Badaro Badaro St., Khatoun Center
Riad El Solh Beirut Central District, Riad El Solh Square, Asseily Bldg.
Fax: (01)382 145 - Phone: (01) 387 878/9
Fax: (01) 983 141 - Phone: (01) 983 141/2/3
Branch Manager: Ms. Randa Hauche
Branch Manager: Mr. Waël Saikali
Gefinor Clemenceau St., Gefinor Center 1st floor, Bloc C
Rmeil Nahr St., Zoghbi Bldg.
Fax: (01) 740 168 - Phone: (01) 739 830/1
Fax: (01) 445 275 - Phone: (01) 445 684 - 443806
Branch Manager: Mr. Ahmad Kechli
Branch Manager: Ms. Katia Ayoub
Geitawi Facing Geitawi Hospital
Sassine Sassine Square, Independance Ave., Credit Libanais Bldg.
Fax: (01) 582 087 - Phone: (01) 580 715/6
Fax: (01) 203 007 - Phone: (01) 332 889 - 218 608
Branch Manager: Mr. Costi Saroufim
Branch Manager: Mr. Rafic Makhzoumi
Hamra Hamra St., Ghanem Bldg.
Sofil (Main Branch) Ashrafieh, Charles Malek Ave., Sofil Center
Fax: (01) 340 390 - Phone: (01) 346 960 - 342 954/5 - 350 293
Fax: (01) 215 044 - Phone: (01) 200 028/9 - 201 292
Branch Manager: Mr. Ahmad Kichli
Branch Manager: Ms. Georgette Abdo
Liberty Tower Hamra, Rome St., Liberty Tower Bldg.
Starco Mina El Hosn, George Picot St., Starco Center, Bloc A,1st Floor
Fax: (01) 740 017 - Phone: (01) 740 017/8/9
Phone/Fax: (01) 367 582/3
Branch Manager: Mr. Kamal Abdel Sattar
Branch Manager: Mr. Ali Berro
Mar Elias Mousaitbeh, Mar Elias St.
Verdun (Unesco) Unesco St., Boubes Bldg.
Fax: (01) 312 028 - Phone: (01) 819 116 - 312 021
Phone/Fax: (01) 790 511 - 790 289
Branch Manager: Mr. Houssam Houalla
Branch Manager: Mrs. Noha Yammout
Mazraa Corniche El-Mazraa, Salam Blvd., Choueiry Bldg.
Fax: (01) 300 937 - Phone: (01) 313 590 - 317435
Branch Manager: Mr. Bassam Matta
Mount Lebanon
Antelias Rahabneh St., Antelias Square, St. Elie Center
Bauchrieh Industrial City St., Boulghourjian Bldg.
Fax: (04) 418 582 - Phone: (04) 418 582/3
Fax: (01) 497 332 - Phone: (01) 497 092- 497 260
Branch Manager: Ms. Nohad Torbey
Branch Manager: Mr. Atef Renno
Amchit Main Road, Jafoury Bldg.
Beit Mery Notre Dame St., Dr. Sawan Bldg.
Fax: (09) 621 072 - Phone: (09) 622 781/2
Fax: (04) 871 176 - Phone: 871 916 - 871 761
Branch Manager: Mr. Fares Mouawad
Branch Manager: Mr. Adib Hamouche
Awkar Main Road
Bhamdoun Main Road, Bhamdoun Station, Mouttawah Center
Fax: (04) 544 763 - Phone: (04) 544 760/1/2
Fax: (05) 260 247 - Phone: (05) 260 244/5/6/7
Branch Manager: Ms. Amal El Azar
Branch Manager: Mr. Imad Abdelnour
head office and branch network 31
Mount Lebanon
Bourj El Brajneh Zein Harb Road, Yassine Bldg.
Haret Sakhr Jounieh highway, Credit Libanais Tower
Fax: (01) 450 471 - Phone: (01) 450 470/2
Fax: (09) 636 842 - Phone: (09) 636 841 - (03) 675 004
Branch Manager: Mr. Nadim Hatoum
Branch Manager: Mr. Elias Njeim
Bourj Hammoud Municipality Square, Mukhtarian & Sarkissian Bldg.
Hazmieh Jisr El Bacha Main Road, S & S Center
Fax: (01) 265 299 - Phone: (01) 262 393
Fax: (05) 952 425 - Phone: (05) 952 426
Branch Manager: Ms. Arpie Tchéboukdjian
Branch Manager: Mrs. Lina Dabaghi
Broummana Main Road, Tawil Bldg.
Jbeil Main St., Kordahi & Matta Center
Fax: (04) 862 105 - Phone: (04) 960 664 - 960 349
Fax: (09) 949 588 - Phone: (09) 942 588 - 949 558
Branch Manager: Mr. Naoum Labaki
Branch Manager: Ms. Yana Youssef
Chehim Main Road, El Chraifeh St., Raiif Abdallah Bldg.
Jbeil Collège des Frères, Street 13, Khoury Business Center
Fax: (07) 242 405/6 - Phone: (07) 242 405/6/7
Phone/Fax: (09) 540 496/7/8 - 540 534
Branch Manager: Mr. Assaad Hajjar
Branch Manager: Mr. Akram Khoury
Dekwaneh Main Road, Rawda Roundabout
Jdeideh Nahr el Mott Roundabout, Montelibano Bldg.
Fax: (01) 686 903 - Phone: (01) 686 794/5
Fax: (01) 887 780 - Phone: (01) 898 065 - 887 779
Branch Manager: Mr. Michel Ghalieh
Branch Manager: Mr. Kamal Zakhm
Dora Dora Roundabout, Bassil Bldg.
Jisr Dora Highway, Karantina Bridge, Azar Bldg.
Fax: (01) 264 813 - Phone: (01) 251 832 - 260 358
Fax: (01) 257 641 - Phone: (01) 257 640/1
Branch Manager: Mr. Antoine Kmeid
Branch Manager: Mr. Antoine Saba
Fanar Fanar Roundabout, Samra Center
Kaslik Main Road, Kaslik Plaza Center
Fax: (01) 902 362 - Phone: (01) 902 360/1/2
Fax: (09) 640 244 - Phone: (09) 639 945 - 640 794 - 640 118
Branch Manager: Ms. Antoinette Tannouri
Branch Manager: Mr. Joseph Kmeid
Furn El Chebbak Damascus Road, Ghaoui Bldg.
Khaldeh (Al-Kobbé) Saida Highway, Credit Libanais Bldg.
Phone/Fax: (01) 281 518/9
Fax: (05) 810 893 - Phone: (05) 810 891/2/3
Branch Manager: Mr. Amine Zakhour
Branch Manager: Mr. Marwan Abi Hana
Ghobeiry Airport Blvd., Moucharafieh Square, Wazneh Bldg.
Kornet Chehwan Main Road, Forum 600 Center
Fax: (01) 552 781 - Phone: (01) 552 781/2
Fax: (04) 913 911 - Phone: (04) 913 911 - 928 240 - (03) 288 870
Branch Manager: Mr. Fawaz Toufeili
Branch Manager: Mr. Joseph Mallouk
Hadeth Adib Al Chidiac St., Kafaa’t Intersection, Wehbe Center
Sin El Fil Fouad Chehab Road, St. Georges Center
Fax: (05) 466 680 - Phone: (05) 466 681/2
Fax: (01) 491 899 - Phone: (01) 495 370/1 - 482 368
Branch Manager: Mr. Youssef Chartouni
Branch Manager: Mr. Sami Koreh
Haret Hreik Hady Nasrallah Blvd., Diab & Ayad Bldg.
Zouk Jounieh Highway, Zeayter Bldg.
Fax: (01) 278 004 - Phone: (01) 278 042/9 - 278 121
Fax: (09) 211 556 - Phone: (09) 210 485/7 - 211 542
Branch Manager: Mr. Noureddine Ballout
Branch Manager: Mr. Joe Khoury
Haret Hreik Menchieh
Zouk Mosbeh Geita Main Road, Near Pizza Hut
Fax: (01) 556 784 - Phone: (01) 556 780/1/2
Fax: (09) 211 083 - Phone: (09) 211 082 - 210 744 - 210 711
Branch Manager: Mr. Ali Mahfouz
Branch Manager: Ms. Amale Aramane
32
head office and branch network
Credit Libanais Group
Training Report 2010/11
Bekaa
Bar Elias Damascus Road, Araji Bldg.
Machghara Albert Karam Bldg.
Fax: (08) 510 267 - Phone: (08) 510 265/6/7
Phone/Fax: (08) 650 250 - 650 297
Branch Manager: Mr. Wajih Araji
Branch Manager: Mr. Antoine Hajjar
Chtaura Damascus Road, Rose Massabki Bldg.
Rachaya - Dahr El Ahmar Dib Mounzer Bldg.
Fax: (08) 544 802 - Phone: (08) 540 833 - 543 555/666
Fax: (08) 590 303 - Phone: (08) 591 013/4
Branch Manager: Mr. Wassim Rahal
Branch Manager: Mr. Nidal Abou-Hjeily
Ferzol Main Road, Ordre Salvatoriens Bldg.
Zahle Hoch Al Omara, Deir Mar Chaaya Bldg.
Fax: (08) 950 544 - Phone: (08) 950 540/1/2/3
Fax: (08) 800 459 - Phone: (08) 810 142/3 - 803 200
Branch Manager: Mr. Michel Gerios
Branch Manager: Mr. Aziz Chamma
Jeb Jannine Ismaïl Sharanek Bldg.
Fax: (08) 660 233 - Phone: (08) 660 233 - 660 710
Branch Manager: Mr. Souheil Sharanek
North
Abdeh Abdeh Main Road, Haddad Bldg.
Tripoli - Azmi Azmi St., Haytham Center
Fax: (06) 470 650/1/2 - Phone: (06) 470 650/1/2 - (03) 583 586
Fax: (06) 215 900 - Phone: (06) 215 900/1/2
Branch Manager: Mr. Aghyad Dandachi
Branch Manager: Mr. Nazih Naja
Amioun Koura Main Road, Azar Bldg.
Tripoli - Tell Abdel Hamid Karame St., Kantara Bldg.
Fax: (06) 952 714 - Phone: (06) 952 715/6/7
Fax: (06) 430 350 - Phone: (06) 430 350/1/2 - 424 434
Branch Manager: Mr. Esper Azar
Branch Manager: Mr. Ali Ahmad
Batroun Main Road, Juliette Adaymi Bldg.
Zghorta Main Road, Kareh & Mouawad Bldg.
Fax: (06) 642 168 - Phone: (06) 742 074/5
Fax: (06) 668 601 - Phone: (06) 668 600/1/2/3
Branch Manager: Mr. Nidal Farah
Branch Manager: Ms. Elissar Frangieh
Kobbe Kobbe Main Road, Yehya Center
Fax: (06) 393 902 - Phone: (06) 393 900/1
Branch Manager: Mr. Walid Rima
South
Bint Jbeil Main Road, Charara Center
Saida Riad El Solh St., Zaatary Bldg.
Fax: (07) 450 802 - Phone: (07) 450 800/1 - (03) 675 012
Fax: (07) 721 401 - Phone: (07) 721 401/2 - 751 101/2/3
Branch Manager: Mr. Ayoub Khreiche
Branch Manager: Mr. Samih Kaakour
Nabatieh Main Road, Sabbagh Bldg.
Tyr Rest House St., Farran Bldg.
Fax: (07) 767 911 - Phone: (07) 767 909/10/11
Fax/Phone: (07) 742 854/5/6 - (07) 742 854/5/6
Branch Manager: Mr. Zahi Jaffal
Branch Manager: Mr. Riad Chebli
Saida East Blvd., Elia Roundabout, Center Zaatari 2035
Fax: (07) 755 793 - Phone: (07) 755 790/1/2
Branch Manager: Mr. Mohamad Saad
head office and branch network 33
BAHRAIN
LEBANON
Eco Yoff
Dakar
North
Atlantic
Ocean
34
head office and branch network
SENEGAL
Credit Libanais Group
Training Report 2010/11
Cyprus Branch
Chrysalia Court, 1st Floor, 206 Arch. Makarios III Avenue, CY 3303
P.O.Box: 53-492, Limassol Cyprus
Tlx: (605) 4702 CRELIB CY - Fax: +357 25 376 807 - Phone: +357 25 376 444
Branch Manager: Ms. Hayat Harfouche
E-mail: [email protected] - [email protected]
Bahrain Branch
Seef Area, 428, Road 2608 - P.O.Box: 5576 Manama Kingdom of Bahrain
Fax: +973 17 582 224 - Phone: +973 17 560 570
Mobile: +973 39 912 912
Branch Manager: Mr. Aghar Kanafani
E-mail: [email protected] - [email protected]
Representative Office - Montréal, Canada
Montreal, Quebec, Place du Canada, 1010 de la Gauchetière Ouest # 1325, 13th Floor, Montreal, Quebec H3B 2N2 Canada
Fax: +1 514 866 6220 - Phone: +1 514 866 6688
+1 800 864 5512
Office Manager: Mr. Elie Ayoub
E-mail: [email protected] - [email protected]
Credit International, sa (cisa) Senegal
Credit International sa, Immeuble le Goelan, Boulevard Djily Mbaye, Intersection Henri Dunan, B.P.: 50117 Dakar RP
Fax: +221 33 822 80 80 - Phone: +221 33 829 64 64
+221 33 889 18 18
General Manager: Mr. Anwar Abou Jaoude
Website: www.cisenegal.com
E-mail: [email protected]
head office and branch network 35