Pravash Rai is the Chief HR and Brand Strategy Officer at Shine Resunga Development Bank Ltd. In this expansive executive role, he holds a broad mandate, overseeing Corporate Strategy, Bank-wide Transformation, and a suite of corporate functions including Human Resources (HR), Brand & Marketing, the CEO’s Office, Communications, Corporate Social Responsibility (CSR), Corporate Affairs, and Branch Coordination. Operating at the intersection of strategy, people, transformation, and brand, he is directly responsible for how the leading development bank, with its nearly 1,000 employees and 90 branches, develops, executes, and communicates its overarching strategy.
Prior to joining Shine Resunga in 2021, Rai built a distinguished career in consulting across multiple sectors. His portfolio includes strategic work with renowned international organisations and corporations such as the Millennium Challenge Corporation (MCC), World Bank, United Nations Office for Project Services (UNOPS), various banks and financial institutions, the US and Swiss Embassies, Ncell, Samsung, and USAID, among others. Beyond his professional achievements, he is deeply committed to community service and mentorship. The HRM Nepal caught up with Rai to learn about Human Resource management practices and strategies along with evolving trends in this domain. Excerpts of the interview are given below.
Q: Could you please briefly share your journey in the HR profession?
A: My journey into the HR profession began almost eight years ago, not by following the crowd, but by choosing a path less travelled. While completing my BBA at People’s Campus in 2018, my peers overwhelmingly chose internships in banking. I, however, opted for a dynamic challenge: a recruitment internship at the consulting firm Rolling Plans Private Limited (RPPL). I was 20 years old when I started. This decision proved pivotal. I was immediately thrust into a high-stakes, large-scale recruitment drive for the Millennium Challenge Account Nepal (MCA-Nepal)-a massive infrastructure programme co-funded by the US government’s Millennium Challenge Corporation (MCC) and the Government of Nepal. Though initially an intern, I was given significant responsibility. I was involved in every meeting with the US counterparts, led the recruitment drive, and assisted in designing the selection process, which truly set the foundation for my professional skills.
After completing my studies, I rejoined RPPL in a full-time capacity, quickly moving into the role of Recruitment Lead. This position allowed me to deepen my expertise, serving a diverse portfolio of development sector clients including UNOPS, USAID, and Save the Children. It was in this environment that I solidified my foundation; I often say I learned as much, if not more, from the complexity of my clients’ needs as I did from my colleagues. My dedication was recognised, and I eventually rose to the position of Vice President before deciding to pursue a new horizon.
In 2021, at the age of 24, I made a major transition, accepting the role of Chief HR at Shine Resunga Development Bank (SRDB). This move required me to relocate from Kathmandu to Butwal. I was, at the time, the youngest Chief HR in the industry. For the past four years, I’ve had the privilege of leading the HR function at SRDB. My entire seven-year professional career has been dedicated to this domain, starting with a bold choice in 2018 that continues to shape my approach to HR today: to seek out and embrace complex challenges that drive significant organisational impact. I am 28 today, and I lead a couple of other departments along with HR.
Q: What motivated you to join the banking sector which is considered mundane compared to the lucrative development sector?
A: My decision to transition to banking was driven by a compelling mix of personal challenge and a belief in institutional leadership. I was seeking something distinct for my personal and professional evolution. Coming from a military family where discipline was paramount, I always had a very structured and protective home environment. I felt a strong urge to experience an independent life, and the offer from Shine Resunga Development Bank (SRDB), which required relocating from Kathmandu to Butwal, provided that necessary challenge. It was a calculated risk for personal growth.
Beyond the personal, this move offered an unparalleled professional opportunity: at just 24, I was offered the position of Chief HR in a sector widely regarded as serious and heavily regulated. This was a chance to prove that young professionals are ready and capable of taking on significant leadership roles in the financial industry, hopefully encouraging other banks and financial institutions (BFIs) to adopt similar progressive recruitment strategies.
Finally, while the development sector is often perceived as ‘lucrative’, the banking sector in Nepal is equally, if not more, competitive in terms of compensation and benefits for senior roles. My offer included a highly competitive salary, a vehicle, and other facilities. Coupled with the profound feeling of contributing directly to the stability and growth of the national economy, the move to SRDB was, for me, the more ambitious and fulfilling choice.
Q: With your long experience as an HR professional, could you share some reflections on the major milestones achieved by your department through implementation of effective HR strategies?
A: Since joining Shine Resunga Development Bank, my key HR strategies have been concentrated on three core pillars: Integration and Policy Updates, Digital Transformation, and Culture & Talent Development. This focused approach was necessitated by the bank’s evolution from a regional to a national development bank, which involved the complex integration of five distinct entities through a series of mergers and acquisitions. This transition required an immediate and strategic HR response to harmonise a diverse workforce and establish a unified organisational identity ready for national-level operations.
My immediate priority was the Integration and Policy Update of the newly combined workforce. I began by setting a clear departmental vision: to be a ‘Department of Choice’ by innovating HR services and fulfilling employee expectations, directly derived from the bank’s overall ambition to be the ‘Development Bank of Choice’. This was underpinned by a comprehensive revision of HR policies to transform SRDB into a cohesive, forward-looking organisation. To ensure market competitiveness and fairness, we also established a robust framework for compensation and benefits through annual salary surveys and targeted adjustments.
To effectively manage the complexity of a newly formed national bank, we prioritised Digital Transformation and Efficiency. This involved developing a sophisticated, in-house digital backbone covering the entire employee lifecycle. We built an array of management systems, including a Recruitment Management System, Learning Management System (LMS), Performance Management System, and Productivity Management System, alongside specialised systems for staff benefits and documentation. This extensive automation significantly streamlined operational activities, reduced administrative burden, and dramatically improved the overall HR service delivery across the new, expanded national network.
Finally, to create a unified and high-performing culture, we implemented targeted initiatives in Culture, Talent, and Performance. We transitioned to a dynamic, transparent KPA and KPI-based performance appraisal system, conducted quarterly to eliminate the traditional issue of recency bias. For Talent Development, we introduced hybrid learning and signature programmes like the Shine Mentorship Programme for future leaders. Our continuous learning efforts include Shine University, which integrates online courses and gamified quizzes within our HRIS, and ‘Shine We Train Ourselves’ sessions led by internal experts. To measure and sustain this culture, we launched the Shine Happiness Index to annually measure employee satisfaction and drive strategy, complemented by our Annual Employee Engagement Calendar of refreshers, mental health sessions, and gamified CSR projects.
Q: In your view, what are the most effective approaches to HR management and organisational development in BFIs?
A: The banking and financial institutions (BFIs) sector in Nepal is characterised by a high volume of employees operating within an intensely competitive market. This dynamic environment necessitates highly effective Human Resources Management (HRM) and Organisational Development (OD) strategies that go beyond traditional administration. In my view, the most effective approaches centre on four synergistic pillars: Strategic Policy Frameworks, Technology Integration, Culture Building, and Purpose-Driven Engagement. These strategies are designed to manage the complexity of a large workforce while driving the high energy and performance required for market survival and growth.
The first critical step is Laying the Foundation: Policies and Automation. Given the sheer scale of the workforce in BFIs, two foundational elements are essential for managing a large employee base efficiently. We must establish Comprehensive Policy Frameworks-robust, well-defined policies that proactively address all potential issues across the full spectrum of HRM functions, from recruitment to exit. These clear guidelines ensure fairness and provide a dependable structure. Crucially, Automation for Scale and Speed is non-negotiable; leveraging HR technology streamlines operational activities such as document requests and grievance handling, ensuring prompt HR service delivery. This efficiency frees the HR team to focus on strategic, rather than administrative, initiatives.
Next, success hinges on Cultivating a High-Energy Culture. Nepal’s BFIs require teams with perpetually high energy to thrive in their intensely competitive environment, making organisational culture a key performance driver. We must intentionally foster a vibrant, energetic culture as the bedrock upon which high performance is built. This is maintained through a Strong Employee Engagement plan, which is necessary to cultivate the ‘organic attachment’ of this large number of employees towards the organisation. Engaged employees are inherently more resilient, productive, and less likely to seek opportunities elsewhere, directly supporting the bank’s stability and performance.
To attract, retain, and motivate top talent, our strategy must focus on Rewarding Performance and Ensuring Fairness. This meritocratic approach involves offering Attractive Compensation and Benefits (C&B) and Recognition packages coupled with a rigorous, performance-based recognition culture. Employees must clearly and directly perceive the link between their contributions and their rewards. Equally vital is maintaining trust by eliminating, or preventing the perception of, bias through Transparency and Evidence-Based Management. All critical decisions regarding promotions, rewards, or development must be anchored in objective data and clear criteria, which fundamentally reinforces fairness across the organisation.
Finally, for employees to feel truly invested and drive long-term commitment, we must focus on Connecting Employees to a Greater Purpose. Every employee must understand the greater purpose they are contributing to beyond their daily tasks. In the BFI sector, this narrative is profoundly powerful: they are actively building the nation via financial inclusion and overall economic development. By connecting their daily work to this larger societal contribution, we elevate their job from a task to a mission, serving as the ultimate driver of long-term commitment, organisational pride, and sustained performance.
Q: How do HR policies play a pivotal role in shaping an organisation’s sustainability and growth?
A: HR policies serve as the fundamental guiding principles that transform the Human Resources function from a purely administrative, record-keeping department into a strategic business partner. Their pivotal role lies in directly shaping an organisation’s long-term sustainability and growth by influencing three core areas: employee motivation, operational efficiency, and risk management. Effective policy design creates the necessary structure for high performance and stability, making the policy manual one of the most essential strategic documents a company possesses.
The most direct contribution of HR policies to organisational health is through motivation and performance. Employee-friendly policies act as the primary engine for a motivated workforce, encouraging staff to consistently perform more than expected, deliver above and beyond, and uphold the quality of their work without compromise. This sustained, high-quality output is the essential foundation for robust and sustainable growth. Conversely, weak, incomplete, or non-friendly HR policies introduce significant organisational drag; issues are not properly addressed, they escalate easily, consuming time and resources, which inevitably leads to demotivated employees. This cycle results in average or below-average performance, directly undermining the organisation’s growth trajectory.
Beyond motivation, effective HR policies are critical for ensuring consistency and compliance, which are vital for long-term survival and stability. Policies must be comprehensive, essentially acting as a document that addresses and provides an answer to all potential issues across the entire spectrum of HRM functions, with special attention given to matters the organisation handles on a regular basis. Furthermore, these policies must be dynamic, subject to regular revision in line with the country’s law and evolving best practices. This commitment to legal and ethical compliance proactively protects the organisation from legal and financial risks, thereby ensuring its operational stability.
Finally, the effectiveness of any HR policy hinges on fostering alignment and accountability across the entire organisation. To achieve this, it is essential to orient staff about all the HR policies. This awareness ensures that every employee clearly understands the ‘rules of engagement’ – both the rewards for adherence and the consequences (or punishment) for failing to align with the stated standards. This clarity, delivered through systematic orientation, builds an environment rooted in fairness, accountability, and ethical conduct, which is a non-negotiable prerequisite for sustained organisational success.
Q: How frequently does your bank conduct skill development or other capacity-building activities?
A: Our approach to capacity building is continuous and comprehensive, operating 365 days a year, driven by a blend of online resources and structured programmes. The cornerstone of this strategy is Shine University, our online learning platform seamlessly integrated into the HRIS. This system allows staff to log in daily, select a desired course, and complete a gamified quiz upon finishing, ensuring learning is an accessible, everyday activity. While this continuous learning is essential, we also mandate participation in at least four formal training programmes annually for most team members, covering crucial areas like leadership and communications, functional expertise, and employee wellbeing.
This daily learning ecosystem is significantly augmented by structured, high-impact programmes. All new employees must compulsorily complete a 15-day onboarding training programme to ensure a strong start and alignment with the bank’s operational standards. Furthermore, we run two key internal flagship initiatives: ‘Shine We Train Ourselves’ for peer-to-peer knowledge transfer, and the ‘Shine Mentorship Programme’ for structured professional guidance, both of which deepen internal expertise and foster skill transfer across the organisation. The sheer volume of our capacity-building effort underscores our commitment to skill development at every level. In the last Fiscal Year 2081/82, we organised an impressive 72 training programmes. This figure is inclusive of a wide array of learning formats: internal in-house sessions, external nominations to specialised training institutes, central office programmes, exposure visits, conferences, seminars, and workshops. This variety ensures that every employee can access the specific development path required for their role and career growth.
Our commitment to development is broad, with participation spanning all staff categories, demonstrating an inclusive approach to talent investment. Data shows strong engagement across the board, with significant numbers from the Assistant level (511 participants), followed by Officers (103), Trainees (43), and focused participation from Management (28) and Senior Management (3). To ensure accountability and attract talent, we maintain transparency by publishing the details of our comprehensive training programmes on our official website.
Q: Why do you think human resource management has not been given adequate priority in Nepal, despite being crucial for an organisation’s future?
A: The under-prioritisation of Human Resource Management (HRM) in Nepal, despite its strategic importance, primarily stems from a sectoral divide in organisational focus and a fundamental misunderstanding of HR’s role. While organised sectors, such as banks and financial institutions, development organisations, and large corporate houses, do generally accord HRM high priority, recognising its necessity for scale and competitiveness, the smaller and traditional sectors often neglect it. This creates a highly fragmented landscape where strategic HRM practices are not universal.
The most acute reason for the lack of attention lies in perception, where the function is often viewed through the lens of cost-cutting rather than strategic investment. In these organisations, the absence of a dedicated HR department is common; instead, a single individual is often tasked with a wide, conflicting array of responsibilities, including Accounts, HR, Administration, and General Services Delivery (GSD). This dilution of focus means that human capital issues are treated as administrative tasks, preventing the development of strategic talent management programmes.
The fundamental challenge underpinning this lack of investment is the mindset where HRM is perceived as an administrative overhead, a cost to be minimized, rather than a strategic investment in organisational capability. This perception prevails because many business owners have not experienced or ‘tasted’ the value creation that a robust HR department can deliver. They may simply not know the potential value this department can generate in terms of improved productivity, talent retention, culture, and ultimately, sustainable growth and profitability.
Consequently, the burden of proving its worth falls squarely on the function itself. For any department, including HR, to earn its importance, it has to create tangible value that contributes directly to the business bottom line. In organisations where an HR department does exist, the responsibility lies with the HR professionals themselves to strategically reposition the function. They must move beyond record-keeping and actively demonstrate how HRM is a value-creating department that is crucial for achieving the organisation’s long-term strategic goals.
In summary, increasing the priority of HRM in Nepal requires a two-pronged effort: small businesses need to overcome the cost-cutting mentality and recognise the return on investment from specialised talent management, while existing HR professionals must proactively quantify and communicate their value contribution to business outcomes. By consistently demonstrating its strategic impact on talent, culture, and operational efficiency, HR can solidify its indispensable role in the future of Nepali organisations.
Q: How does your bank approach succession planning across departments, particularly considering the high turnover of senior management staff?
A: Our bank approaches succession planning through a structured, policy-driven process designed to proactively cultivate internal talent for critical roles, thereby mitigating risks associated with potential high turnover, particularly at senior management levels. This framework ensures leadership continuity and supports our long-term strategic stability across all departments.
The entire strategy is governed by a formal, established Succession Planning Policy and is implemented via a clear, systematic approach. The process begins with the crucial step of identifying all critical positions that are indispensable to the bank’s operation and future and that require immediate continuity. These key roles include all Executive Positions, Heads of Departments (HODs), Unit In-charges, Regional Heads, and Branch Managers (BMs), the very positions that typically face the highest turnover risk in the competitive market.
Once the critical roles are mapped, we develop a comprehensive Potential Successor List for each position. This involves a rigorous internal assessment process that utilises performance data, known leadership potential, and demonstrated capacity for growth to select high-potential internal candidates. The goal is to ensure we have a ready pool of internal candidates who possess the aptitude and desire to move into senior roles when the need arises.
The next vital step is a detailed Gap Analysis and Intervention planning. We employ a competency matrix to objectively compare the required competencies for the succeeding position against the status quo competency of each potential successor. This matrix allows us to quantify the exact skill and knowledge deficiencies. Based on this precise analysis, we then identify the specific developmental interventions needed to close the competency gap.
To execute this development, we implement targeted growth strategies, including assigning a dedicated Mentor (often the incumbent or a senior leader) to each successor for personalised guidance and coaching. We utilise the gap analysis to prescribe specific training needs to fill technical and behavioural competencies. Furthermore, candidates are given exposure visits and stretch assignments, enabling them to broaden their operational perspective and knowledge across different departments or regions before taking on their new leadership roles.
The success of this systematic approach is evident in our leadership pipeline. The development process is designed for candidates to succeed as and when required, ensuring a smooth transition without external disruption. An interesting fact that validates the framework is that 60% of our present Heads of Department had entered the bank at entry-level positions and advanced to their current roles via our formal succession planning process. This successful internal promotion rate is equal, if not more, in the case of our present Branch Managers, proving the system’s ability to cultivate enduring, committed leadership from within.
Q: How are key results aligned with Key Performance Indicators at Shine Resunga Development Bank Ltd.?
A: Key results are aligned with Key Performance Indicators (KPIs) through a rigorous, transparent quarterly performance appraisal system. This system uses a weighted matrix to ensure individual performance metrics are directly linked to departmental, regional, and organisational goals, promoting both individual accountability and organisational cohesion. The foundational principle is that every role, from the executive to the operational staff, must contribute measurably to the bank’s strategic objectives.
For executive and strategic roles, the appraisal is heavily weighted toward Key Performance Areas (KPA) aligned with the Terms of Reference (TOR), focusing on high-level, function-specific objectives. Performance at these levels is primarily assessed on strategic execution. A significant portion of the evaluation is dedicated to Professional Attributes (e.g., integrity, teamwork, and commitment). For example, executives focus substantially on strategic goal attainment, while department heads also carry a strong accountability for leadership quality alongside achieving their departmental mandates.
For roles responsible for revenue generation and operational territory, individual performance is directly tied to the financial health of their area of responsibility. Regional and Branch Heads have a substantial majority of their appraisal based on Overall Region or Branch Performance. This composite KPI includes critical financial results such as targets for Operating Profit and Loan-Net Volume, along with operational management efficiency. This structure ensures that leadership is directly incentivised to achieve the bank’s core financial and operational results, creating a clear line of sight between local performance and overall bank success.
For team members and branch operational staff, the system balances core task completion with organisational compliance and multi-level supervision. Department Team Members are assessed across their specific KPA/TOR, Professional Attributes, Exam (L&D) scores, and a crucial percentage determined by the One Step Above Supervisor Rating. This final element ensures a necessary layer of senior management oversight beyond the immediate reporting line, promoting broader accountability and fairness in evaluation.
For specialised branch operations roles (e.g., Tellers and CSD), the performance structure emphasises professional conduct and adherence to standards. Their appraisals are heavily weighted on a combination of Professional Attributes, contribution to Overall Branch Performance, and a significant portion dedicated to Exam (L&D) scores. This emphasis guarantees high standards of operational compliance and professional conduct in customer-facing and back-office functions, ensuring the bank adheres to critical standards like AML/CFT.
Crucially, the specific parameters and the assigned weightages within our performance appraisal matrix are reviewed and adjusted every year to align with the bank’s evolving business needs and strategic priorities. This process ensures that the focus of every employee remains directly tied to the organisation’s most critical goals for that period. This annual recalibration allows the bank to rapidly respond to market conditions, regulatory changes, or internal shifts in focus. For example, if a strategic priority shifts from growth to asset quality, the weightage on risk mitigation would increase across relevant KPIs, guaranteeing that all human capital efforts drive the desired annual key results.
Q: What are the main factors that determine the bank’s readiness to adopt technology-based and future-focused learning practices?
A: The bank’s readiness to adopt technology-based and future-focused learning practices is determined by a confluence of strategic necessity, measurable operational efficiency, and fundamental alignment with its overarching corporate vision and mission. This readiness is not accidental; it is a calculated response to the modern demands of the financial sector and the bank’s commitment to continuous improvement.
The most powerful driver of adoption is strategic necessity, often stemming from an immediate need to adapt or survive. The clearest example of this is how the COVID-19 pandemic fast-tracked digital adoption across the board, demonstrating that an urgent external crisis can instantly mandate technological readiness. This experience solidified the understanding that modern challenges require rapid, digital solutions, making the bank perpetually ready to embrace new learning technologies that solve current business problems.
Operational efficiency is measured by three critical metrics: Cost, Speed, and Coverage. Technology-based learning is embraced because it offers significant efficiency gains. It proves to be cost-effective when training a large, geographically dispersed workforce compared to traditional in-person seminars. Furthermore, it delivers training with great speed, allowing the bank to rapidly deploy critical, time-sensitive information, such as new compliance updates or product knowledge. Finally, it ensures widespread coverage, facilitating uniform upskilling across all branches and regions simultaneously without logistical limitations.
Beyond immediate operational gains, the bank’s readiness is fundamentally anchored in its Vision and Mission. The Vision – “To be a ‘Development Bank of Choice’… through innovative banking products and services” – demands a workforce equipped with cutting-edge skills. Technology-based learning is the only scalable method to ensure employees possess the competence required to design and deliver those innovative services, thus making readiness a prerequisite for achieving the bank’s aspirational goal.
Similarly, the Mission reinforces this readiness by focusing on ‘Delivering unique and innovative, inclusive and excellent service’, and ‘offering high-performance culture and employee wellbeing’. Future-focused learning, such as hybrid and digital platforms, directly supports this mission. It contributes to a high-performance culture by providing quality, accessible training and promotes employee wellbeing by offering the flexibility needed for continuous professional development, cementing the function’s strategic role in organisational success.
Q: How important are team building and horizontal as well as vertical communication within your teams?
A: Team building and effective communication, both horizontal and vertical, are extremely important to our organisation. They are the essential mechanisms for fostering unity, reducing the significant risks of miscommunication, and ensuring we achieve systemic solutions that serve the entire organisation. We recognise that if one-on-one communication has its challenges, the complexity is multiplied manifold in a large, dispersed organisation, particularly when teams from many areas must collaborate on a single project or supply chain.
To mitigate the high risk of problems arising from miscommunication, we adopt structured Lean thinking concepts, intentionally focusing on processes that drive clear, objective, and systemic interaction across all levels. These concepts are designed to break down functional silos, where solutions in one area might inadvertently create problems elsewhere. They ensure that all related areas are brought together, that assumptions are surfaced, and that discussions are based on objective facts rather than mere opinions.
One core tool we use is the A3 Report. These are one-page reports used for problem-solving or meeting a challenge. A fundamental advantage of the A3 is that it mandates a multi-functional team to work through the report’s steps. This approach ensures conversations happen both vertically and horizontally, enabling us to achieve comprehensive, systemic solutions. By including all stakeholders on an A3, we facilitate open discussion based solely on objective data, keeping the focus on what’s real.
Another crucial concept is Nemawashi, a Japanese word that refers to preparing the roots of a plant before planting. In our context, this preparation happens through communication, ensuring everyone at every level is on the same page about a project status or company situation before a major decision is made. This practice ensures that the top, middle, and front lines understand things the same way and are fully aligned to take actions toward a common goal. This is complemented by the practice of Going to the Gemba, visiting the place where the action happens, to truly grasp the frontline perspective.
We also drive the active sharing of knowledge through Yokoten, which loosely translates to ‘unfold across everywhere’. This practice focuses on sharing best practices and driving the dissemination of individual know-how to others who could benefit from the ideas. By deliberately practicing yokoten, tacit knowledge is communicated, made explicit, and made usable across the organisation, accelerating continuous improvement horizontally.
Finally, the concept of Obeya or the ‘big room’ enables essential cross-functional communication. By establishing a situation room where teams maintain current information on the walls, people from different functions, such as purchasing, project management, and marketing, come together to observe issues and align their efforts. This shared common awareness ensures everyone moves in the same direction. These communication concepts, benchmarked from leading organisations like Toyota, ultimately yield crucial side benefits: improved trust, increased respect between functions, and happier customers, both internal and external.
Q: As the banking sector is a prudently regulated one, are you satisfied with the regulatory guidance provided by the regulator regarding human resource management?
A: Yes, as the CHRO, I am satisfied with the regulatory guidance provided by the central bank regarding human resource management. The regulatory framework is strong, comprehensive, and implemented in the right interest of the employees, which has significantly contributed to making the banking sector a particularly lucrative and attractive place to work. This guidance ensures that all regulated institutions adhere to a baseline of best practices that promote fairness and organisational investment in human capital.
The regulations ensure mandatory investment and continuous development across the sector. Key mandates include that banks must invest a minimum of 3% of their annual staff cost into employee training and development, guaranteeing continuous upskilling. Furthermore, banks are required to compulsorily ensure each employee participates in training every year, ensuring universal compliance and skill refreshment. Complementing this is the requirement for a 15-day compulsory onboarding programme for new employees, which ensures every new hire is properly integrated and aligned with regulatory and organisational standards from day one.
The framework also goes above and beyond basic labour law compliance by promoting employee wellbeing and financial fairness. The regulations explicitly address and mandate overtime payment and ensure fair compensation practices. They also provision for enhanced facilities that are not widely practiced in the private sector, such as providing paid annual leaves and the establishment of a child care centre in the office. This commitment to work-life balance and family support significantly enhances the quality of employment in the banking sector.
Overall, the regulatory guidance is holistic, covering all best practices for human resources management functions, from recruitment and performance management to work-life balance, wellbeing, fair compensation, career development, training, automation, and transparency. By mandating these standards, the central bank has not only reinforced the prudent nature of the banking sector but also effectively positioned it as a desirable and responsible employer, benefiting both the workforce and the stability of the financial system.
Q: Could you please share a few interesting insights related to human resource management with our valued readers?
A: The world of work today is undergoing a human-centric revolution, and I believe three fundamental shifts define this transformation – the redefinition of leadership, skills, and technology. These shifts are reshaping how organisations operate and how people experience work. It’s no longer about rigid structures or centralised control; it’s about empowering individuals, blending empathy with innovation, and preparing for a future where adaptability becomes the true measure of success.
The first shift is redefining leadership, where every line manager becomes the new HR leader. Every manager is, in effect, the HR manager for their team. The old model of HR as a centralised policing function can no longer keep up with the pace and personalisation of modern work. Managers are the ones navigating complex, people-centric situations daily. When they take ownership of well-being, growth, and team engagement, HR can rise to its true role as a strategic business partner, focused on culture, structure, and future capability. Decentralising HR ownership and training managers to lead with empathy, coaching, and trust makes everyone part of the talent strategy.
The second shift centres on empathy and AI as the essential fulcrum. The rise of AI isn’t a threat, it’s a partner. Our task is to move from process-driven management to people-centred leadership, using technology to handle the transactional so humans can focus on the transformational. When we leverage AI to personalise experiences, manage data, and streamline work, we free up time for what truly matters: human judgement, collaboration, and emotional intelligence. Technology should amplify, not replace, humanity.
Finally, the third shift focuses on future-proofing through hybrid skills and non-linear careers. The post-pandemic world demands multidisciplinary talent and continuous learning. We must invest in developing both technical and human-centric skills – communication, collaboration, adaptability, and resilience. Careers will no longer follow a straight ladder but evolve through flexible, self-directed growth paths. In this new era, adaptability is the new stability-those who embrace change with openness and curiosity will thrive.
