Immediate Require Manager, Retail Banking Operations SNT

Job Description

*Role Responsibilities Domain Capabilities Product / Domain Knowledge
• The end-to-end features and functionality of Personal Loans / Overdraft / Mortgages / BB / Credit card product to be known.
• Possesses interpretive knowledge on the domain and works from the operations and technology perspective.
End to end understanding of the process involved including other Units:
• To be able to understand the reason for existence of sub systems and work towards reduction of hands off between Units.
• To be able to assess the duplicate work arounds / layers of checking involved and work towards minimisation of these layers.
Complete understanding of risk points in the product:
• The risk of not processing the basic transactions like EMI, Capital reduction, Foreclosure, tenor changes, reversal of service tax transactions etc on time is to be understood and cascaded to the team.
• The segregation of transactions in TP systems which involve EOD batch processing and online processing is to be well understood to know the system functionality.
Provides guidance and clarification to others on principles & products:
• When there is a change in process advised by Country due to change in Bank policy, Country policy etc., this is to be socialised with the entire team to ensure adherence.
Explains how principles apply to work activity:
• To be able to interpret the local guidelines and policies and apply to the current process.
• Understands the product level changes which can be provided to the customer and accordingly processes transactions with reference to changes requested.
Obtains feedback, develops or recommends changes to policies and procedures:
• Is constantly engaged with Country / Technology / various customer touchpoints and recommends changes to processes so that they could be made simple.
Handles exceptions which are complex, is able to judge to a fair degree the consequences of the exceptions:
• To be able to take decisions such that there is a win-win situation even in complex situations.
An awareness of linkages with other products/ process, linkages with various systems, hub resources and country resources:
• To be able to look at the bigger picture where a complete understanding of the linkage to processes to various products cutting across systems / sub systems is identified to optimise the utilisation of resources.
• Able to relate how each one of it impacts and correlate to each other.
• Same as above
Process Management
• Identify and eliminate process waste (excessive movement & transportation, wait time, defects, underutilized people/resources & nonvalue added processing steps).
• To do an end-to-end process review right from request receipt until entries are posted, identify the process gaps, non-value added activities etc and suggest areas of improvement.
Assess process health through key metrics:
• To check error rates independently and as a percentage to the transaction volumes processed and do an analysis to check the trend of errors.
• To check the actual time taken to process each of the financial activity splitting them into uploads, preparation of files, posting of entries etc and check the maximum time spent on each of the activity. The activities in which maximum time spent is to be taken up for process / risk review.
Analyses and remedies inefficiencies in processes:
• To check the hands off between processing Unit to other Unit and analyse the reasons for such manual hands off so that these can be eliminated.
• To check any e-mail-based processing done by Financial Unit especially on the financial entries posted and look at moving them to process flow systems.
• If there are any processes which cannot be moved to workflow systems, suggesting an effective way of checking the transactions end to end independently without referring to maker inputs.
Ensure updated DOI s and end to end system / process manual on a regular basis:
• Review the DOIs step by step regularly and check if there are any gaps in process executed.
• Ensure that all processes executed are captured in DOI.
• Ensure that any non-value-added process / layers of checking in the DOI is reviewed completely and if found to be non-productive, highlight the same to country and follow up for removal of such process from the DOI.
Advises on multiple processes and trains staff:
• Understand the complexity of process and the inter linkage of process of different Countries.
• Sharing of best practices of Countries processing Loan Financials so that process efficiency is achieved.
• Keeping the processing staff on ground intimated on the process changes with reference to processes advised by Country / Regulatory authorities and the impact of these changes.
• Interpretation and application of changes advised with reference to the financial process followed by the team and training them adequately.
• Staff to be trained on the awareness of the risks associated with each of the financial process in terms of quality output, timeline etc.
Instil in team the sense of urgency for change:
• To ensure that the entire team is aware of the impact of changes and the associated risks of not following the change of process.
• To ensure that the entire team members come up the learning curve in terms of changes advised by Country / Regulatory Authorities.
Makes decisions on area of control and can identify issues that need to be escalated:
• To take right decisions at times of contingencies in terms of resourcing, training requirements etc.
• To inform the top management at the appropriate time at times of emergencies so that corrective action can be taken at the right time.
Capacity Planning
• Ability to categorize and to quantify the work plans to suit the SLA requirements.
• Review cycle times for correctness of input.
• Develop capacity model for projection of FTE requirements.
• Comprehensively describes approach to capacity management and reasons behind it, and applies this approach across a broad range of platforms while taking ownership for their capacity management.
• Defines and mitigates capacity risks.
• Displays flexibility in altering plans to achieve objectives or adapt to situations.
Operational risk Management
• Analyses, interprets and monitors operations risk and suggests mitigation techniques to reduce such risk.
• Check inherent risk of product and process in the operating environment and demonstrate support for the internal program through behaviour, presentations, and discussions.
• Able to identify early warning signals and to initiate remedial action.
• Able to anticipate and detect fraud and take preventive measures keeping the global fraud environment in mind.
• Establish prevention and detection internal controls with an end-to-end perspective (from transaction to customer), which address potential risks of inefficiency, ineffectiveness, fraud, abuse or mismanagement.
• Use of internal/external audit findings to further improve service excellence.
• Promote & enable a culture of audit readiness at all times in order to ensure no failed audits.
• Instructs others in the area of operations risk assessment and monitoring Behavioural Capabilities.
Precision Accuracy
• Executes tasks and assignments accurately within team and self.
• Possesses ability to differentiate between quality and excellence in the real time BAU activities.
• Able to provide solutions and ideas to bring down errors.
• Create an error free culture by leveraging behavioural recognition, system requirements and other pressure points.
• Create a collaborative mindset towards driving quality work.
Financial and Budgetary Management
• Able to understand Financial Concepts.
• Describes the internal control procedures and systems (e.g., processing company invoices).
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Keyskills :
keeping things simpleearly warningaudio masteringpersonal loanslife insurancechange processmanagement skillscorrective action