YES BANK: Human Capital Initiatives of a Startup in the Indian Banking Industry
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Case Details:
Case Code : HROB111
Case Length : 17 pages
Period : 2003-2008
Pub Date : 2008
Teaching Note :Not Available
Organization : YES BANK
Industry : Banking
Countries : India
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Excerpts Contd...
Various Human Capital Initiatives
Yes Bank envisaged that for an individual to work with the organization in perfect synergy, his/her goals had to be linked with the goals of the organization. This process of aligning individual and organizational goals was termed as the performance management process. The main objective of these innovative performance management practices was to encourage the employees to think innovatively.
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The bank also aimed at building a culture to inculcate professional entrepreneurship in them to make themselves and the shareholders prosperous. The push for a performance culture at Yes Bank came right from the top and was reflected in Kapoor's leadership style.
"I follow an 'easy-tight' leadership style - 'easy' for innovation and 'tight' for execution. And lastly, I believe in 'stretch'
- driving the frontiers and inspiring on moving ahead," said Kapoor Yes Bank urged people to join the bank on the basis of its values of empowering employees. The logic behind this was that employee ownership would lead to the success of the bank...
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Results
The bank had grown at a tremendous pace since its inception. In the first two quarters since it began operations in (2004-2005) its balance sheet stood at Rs.1,300 million, which made it one of the most successful ventures in India. Yes Bank started its operations with just 250 employees and two branches. As of October 2007, it was operating with 60 branches and 3,263 employees. The bank's business size was Rs. 800 million in December 2006. This was significantly higher than the growth reported by other private sector banks with the same background...
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Outlook
The bank had aggressive plans for the future and planned to have 150 branches by 2010 and 400 branches by 2012. Kapoor contended that the banking industry in India was 'over branched' and 'under serviced' and, as such, there was tremendous scope for Yes Bank's growth as it was trying to take care of the latent needs of the customers with highly skilled and involved employees. In keeping with its growth plans, the bank expected to increase its employee strength to 10,000 by 2010. "In the next five years [i.e. by 2012], my team and I want to build an institution and not just a business... |
Exhibits
Exhibit I: Share-Holding Pattern at Yes Bank
Exhibit II: Specific Business Groups Identified by Yes Bank
Exhibit III: Yes Bank's Key Financials
Exhibit IV: Some of Senior Executives Who Joined Yes Bank
Exhibit V: Workforce Profile at Yes Bank
Exhibit VI: Top Ten Banks in India
Exhibit VII: Top Five New Private Sector Banks in 2006
Exhibit VIII: A List of Awards and Recognition Received by Yes Bank
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