Universidad de Lima

Facultad de Ciencias Empresariales y Económicas

Carrera de Negocios Internacionales

Human Resources Management:

BBVA & CREDISCOTIA
Students:
● Ames,Nicole
● Enciso,Juan Diego
● Gutierrez , Ximena
● Montero, Alejandra
● Moya, Carlos Harold

Course: Global Human Resources

Section :770
Teacher: Vilchez Ortiz,Wendy Claudia

Lima, Perú 2018

 INDEX

INDEX 2

BBVA Error! Bookmark not defined.

1.Introduction to the company and sector: 3
2.Strategic orientation: 3
3. Corporate Structure 4
4. Human Resources Area: 5
4. 1. Human Resources planning 5
4. 2. Recruitment and selection 5
4. 3. Compensation - Economic Benefits 6
4. 4 Well-being 6
4. 5. Administration of diversity 7
4. 6. Training 7
4. 7. Personnel Development Error! Bookmark not defined.
4. 8. Management systems of human resources 8
4. 9. Repatriation and expatriation of talent 8

CREDISCOTIA 8
1.Introduction to company and sector: 8
2.Strategic orientation: 9
3. Human Resources Area 9
3.1. Human Resources planning 9
3.2. Recruitment and selection 10
3.3. Compensation 11
3.4. Well-being 11
3.5. Administration of diversity 11
3.6. Training 11
3.7. Personnel Development 12
3.8. Management systems of human resources 12
3.9. Repatriation and expatriation 12

Conclusions 13

Recommendations 13

Bibliography Error! Bookmark not defined.

BBVA AND CREDISCOTIA

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 1. Introduction to the company and sector:
● BBVA

BBVA is a global financial group founded in 1857 that operates with a vision focused on the
client. Maintains a leading position in the Spanish market, is the largest financial institution in
Mexico and has leading franchises in South America and the Sunbelt region in the United
States. In addition, it is the largest shareholder of Garanti, in Turkey. Its diversified business is
focused on high growth markets and sees technology as a key competitive advantage. Corporate
responsibility is inherent to its business model, promotes financial inclusion and education and
supports research and culture. BBVA operates with maximum integrity, long-term vision and
best practices.

The current team is made up of 5,392 people distributed in 23 regions. By gender, 51% are
women and 49% are men. The average age of the staff is 35 years, and their seniority within
the organization is on average nine years.

2. Strategic orientation:

2.1. Mission:
Satisfy the needs of the clients in a timely manner and add value to the shareholders'
equity, while continuing to think about the progress in the societies in which they are
present.

2.2. Vision:
Permanent search for a better future for people, which is developed on the basis of three
pillars:
● Integrity, as a manifestation of ethics in its actions and in all relations with
different interest groups.
● Prudence, as a precautionary principle in risk-taking.
● Transparency, as a maximum to offer access to clear and truthful information
within the limits of legality.

2.3. Values:

In BBVA. We focus our work from the client's point of view, incorporating their
opinions in all our decisions and always putting their interests first.

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 THE CUSTOMER COMES FIRST
We solve the needs of our clients in an agile and executive way, overcoming
any difficulty we may encounter.

WE THINK BIG
We want to surprise our clients with the best solutions, generating unique
experiences, marking ambitious and aspirational challenges.

WE ARE A SINGLE TEAM

At BBVA we are committed to our role, but we also take the bank's objectives
as our own.

3. Corporate Structure

The organizational structure of BBVA has two fundamental objectives;

● Promote results of all the banks that make up the group in a short and medium
term.
● Build capacities that are necessary to develop a competitive advantage that
allows competing in the long term.

This structure is divided into:

Execution & Performance: this includes the geographies that are in charge of a delegate in
Spain, Mexico, USA and Turkey, while the other countries have a follow-up through a Country
Monitoring.

New Core Competencies: here, critical skills and global talent are incorporated to perform in
the new environment.

Risk & Finance: This area deals with relevant aspects such as risk management, focused on
preserving group solvency, balance sheets, etc.

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Strategy & Control: This area is responsible for establishing the group's strategy and controlling
relevant aspects such as compliance, communication, internal audit or accounting information.

4. Human Resources Area:

4. 1. Human Resources planning

There will no longer be a single career track for someone in the bank but rather as many career
opportunities as there are roles.The objective is that any employee will be able to aspire to any
role and by matching skills with job requirements they will see if that person is capable of
taking on the role or if they need to work on closing some skill gaps.The goal of HR planning
is to have the optimal number of staff to make the most money for the company.

The cornerstone of the model is people assessment.First they will assess talent across 10 areas
related to their alignment with the company's values, and leadership skills and cross-functional
capabilities .And they will assess the technical knowledge with respect to a wide range of
specializations relevant to the Bank.To make the assessment they will rely on the people that
we work with everyday,manager,peer,fellow team members.They evaluate the growth in the
current role considering both performance and potential to grow professionally.

4. 2. Recruitment and selection

While They prioritize internal over external talent, there are cases when they don´t have the
right person on the team , on those situations they will recruit talent from outside the Bank. The
Bank uses various sources of recruitment:

● BBVA Employment Portal

● Labor fairs (in face-to-face and virtual format).
● Presence in social networks.
● As part of the evaluation tools, a corporate online platform is used, which allows the
management and application of tests.

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BBVA Continental guarantees that their employees are highly qualified for the
development of the company's activities to foresee incidents related to banks such as
corruption or mismanagement of information.

This organization bases its selection process on equal opportunities, evaluation based
on the needs of the position and objectivity of criteria, with the main objective of
attracting and incorporating the best talent in each field. Because the company always
tries to emphasize the equality in its selection method, they offer a lot of tables and
numbers in which they show the percentage figures of women, men and the average age
of the personnel hired.

4. 3. Compensation - Economic Benefits

The compensation is composed of two parts:

Fixed compensation, which is established taking into consideration the level of

responsibility and career of the employee, setting a salary reference for each function.
Variable compensation, which rewards the creation of value in each of the units that
integrates the Group, remunerating individual or team contributions.

About the economic benefits, All Bank employees, working full time or part time,
access the same benefits, among which are the payment of school fees, insurance,
bonuses and uniforms, as well as vouchers for refreshments, mobility and rest duel,
among others.And the reimbursement of tuition for courses required to complete a
work-related degree program.
The workers will receive a bonus, according to the productivity that each worker has
reached in the tasks assigned. This bonus is based on the basic salary.

4. 4 Well-being

For the company it´s important to promote a good environment for employees.And
for that reason the company perform activities related to social welfare such as the
organization of events that will help to improve the work environment and internal
communication between employees.The company also counts with optional
medical check-up for employees and they provide an adequate evaluation and

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 monitoring of the physical and mental health of the entrants and employees of the
company.Finally Integration parties every year will help to contribute to the
communication of employees and learn more about each other , that will help to
improve the performance of their work and emotional well-being of the employee.

4. 5. Administration of diversity

BBVA has an important corporate plan called "Gender Diversity",this means that
regardless of gender, age or national diversity, the positions that are required will be
filled by the best professionals in the area that they fit the best.BBVA doesn´t tolerate
discrimination, harassment or intimidation.The company understands that workforce
diversity helps companies provide better responses, which combine different points of
view.
It´s relevant to mention that one of the policies applied by BBVA had the best results
in gender equality maters and is the application of the Rooney Rule in selection
processes, which requires at least 50 percent of the pool of candidates to fill vacancies
within the organization to be made up by women. This and other measures only reassure
and demonstrate BBVA’s commitment to fostering diversity and inclusion within the
organization.

4. 6. Training

The training is used as a filter to get to work in the Company and the period of time is
for one month.The company informs to the employee which headquarters they have to
go to and who will be in charge of the training.
4. 7. Personnel Development

BBVA’s new people management model aims to turn employees into the stars of their
own professional careers, helping them take over the roles and functions they are best
suited to within the organization, while offering them the tools they need to grow and
develop professionally.BBVA wants every employee to do the job that best suits their
profile all while growing professionally.
In order to have the best professionals in each position of the Bank, the Career Line
website offers employees the opportunity to meet and work on their professional
development, taking advantage of corporate tools and processes that put their skills,

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 knowledge and experience to the test. .They will have an app called Campus Wallet ,
which will allow them to access important content on their mobile as well as win points
to take excellent onsite courses.They will have access to open platforms for
feedback,mentoring,coaching and even temporary assignments that will allow
employees to design their career development plan.This help employees to grow and
forge their career path.
Employees will be able to design their own learning experience and develop new skills
through an open platform with in-house and third-party content that allows employees
to choose the learning experience they want.

4. 8. Management systems of human resources

The company uses IBS software to cover the entire life cycle of the project, analysis of
requirements, design, development, testing, integration, delivery and implementation
of sending execution support.

4. 9. Repatriation and expatriation of talent

BBVA counts with a department that is only adressed to expatriates for processes
control and policy definition of compensation and family welfare.
When the assignment required to an employee expires, it can result in a new offer for a
new period of time in the same country or in another.

Nombre del contacto: Renzo Iman

CREDISCOTIA:

1. Introduction to company and sector:

Belonging to the Financial Services sector, CrediScotia Financiera S.A. is a Peruvian

company that serves clients of finance and microfinance through a network of 94
agencies throughout the country. It offers savings accounts, consumer loans, term
deposits, credit guarantees, working capital loans, investment financing for
microentrepreneurs. It is part of the Scotiabank Group in Peru.

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2. Strategic orientation:

2.1. Mission: Give access to simple and timely financial solutions that make possible
the projects of entrepreneurs and families in Peru.

2.2. Vision: Be a leader in the solution of consumption and entrepreneurship needs in

Peru.

2.3 Values:
● Respect: Values origins and diverse experiences, treating everyone with dignity.
● Integrity: We act with integrity to deserve the trust of our clients and colleagues.
● Passion: We provide service to our customers with enthusiasm and pride, with
the courage to listen, learn to innovate and win.
● Responsibility: We are responsible for our work, commitments and actions
before our clients and colleagues.
2.4 Strategic Objectives
● Being leaders in loans and credits to individuals and companies.
● Make the success of our customers possible.
● Build a work environment that
privilege the quality of working life.
● Strengthen the professional development of
the people and teams.
● To position ourselves as benchmarks in quality of
service in the country, said by customers.

3. Human Resources Area

3.1. Human Resources planning

Crediscotia has a Department of Human Resources, leaded by Karina Sakihara, in the

main activities of this area we can find:
- Develop solid relations within the employees so it increases their efficiency,
fulfilling their potential.

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- Improve work environment through ethical practices in the company
strengthening the culture of the organization.
- Constant training the employees into new practices in order to improve their
productivity.
- Reduce the power distance between board executives, administration personnel,
managers, supervisors, etc.
- Promote feedback and communication in the company in order to improve job
profiles.

3.2. Recruitment and selection

The unity authorised to perform the selection process is the Selection and Development
Unit - Department of Employees Management, who are in charge of evaluation,
attracting and selecting candidates of internal and external recruitment.

The company prioritizes internal recruitment before external, promoting or reorienting

the current employees is always the ideal one.

Alternatives for recruitment process:

1. Internal recruitment (local job posting and international job posting)
2. External recruitment (posting and promoting through social networks and
newspapers)
3. There are some situations in which job positions won’t be advertised

The period to cover a job position are:

1. Massive: 60 days
2. Supervising or third level: 45 days
3. Administrative: 30 days

The selection process starts when the profile required for the job position is fulfilled
and then is continued with:
1. Psychological evaluation
2. Personal interview

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 3.3. Compensation

All employees receive a monthly monetary compensation - salary for their services to
the company, the amount of it depends on the position and responsibilities. In addition
to this, they receive all statutory compensations by law and extra one such as:
- Mobile phone
- Annual payment for their child’s education
- Vales de Consumo o food pass
- Overtime must be previously authorised
- Special exchange rate

3.4. Well-being

- Employees have 30 day of vacation throughout the year and a minimum of 7 days in a
row.
- In case of an emergency employees are allowed to receive their ‘gratificacion’
beforehand.
- Not going to work is justified in case of death of parents, siblings, children and in-law.

3.5. Administration of diversity

Crediscotia does not have special policies and procedures for the management of
diversity groups. However it is highly encouraged the integration of employees with
each other and discrimination is never allowed (not between employees or with
customers) in order to create the best working environment aligned to the company’s
financial and ethical objectives.

3.6. Training

The process of training begins with:

1. Identify skills to develop in order to fulfill the job position efficiently.
2. Design capacitation plan according to the main objective
3. Execute the plan
4. Evaluate the capacitation process

The training can be classified by its origin as internal and external

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 By its teaching method as blend, presential and auto-study.

3.7. Personnel Development

In order to increase the potential of every single employee, Crediscotia has workshops
organised by the Unit of Culture and Communications, in such workshops the main
thematic is one of the following topics:
- Professional skills
- Leadership, management and supervision
- Communication skills for business

On the other hand, most of the times, the career line in CrediScotia is a vertical one
which means a new employee has an entry position in which he/she stays for a couple
of year and as time goes by thanks to promotions the employee is given job positions
involving new responsibilities.

3.8. Management systems of human resources

The system used by the company is called Human Resources Assistance System, which
manages the assistance of the collaborators of the company and is only available for the
Personnel Services and the responsible of Assistance Services.

3.9. Repatriation and expatriation

Employees who are being expatriated to another country because of promotions, change
of job position, etc. must notify their current manager.
Once they get the job position they must follow the lead of their new manager or
supervisor in order to comply with the procedures specified by the new job.

Nombre del contacto: Cesar Ordaya

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Conclusions

1. As we could see both of these companies have very a similar strategic orientation;
despite of the fact that there’s shown a different mission and vision; the values of both
of them are pretty much the same ones; both BBVA and Crediscotia are worried about
the company integration and this also involves respect, and responsibility or teamwork
because what they want is to ensure the best environment for their workers so they feel
comfortable and can bring their maximum effort and productivity, About the strategic
objectives it is more involved to the company's activities.

2. About the Human resources planning, we can see that BBVA has a better and more
detailed Human resource planning than Crediscotia, since this is not only talking about
improve their employees productivity by giving training and reducing the power
distance, but is also specifying the processes to be improve within the different
positions by using a more detailed control and feedback; so is also giving induction
processes to the personnel, during the recruitment and selection process both have
similar methods, however BBVA guarantees that their employees are highly qualified
for the company’s activities to foresee incidents related to corruption or
mismanagement of information.
BBVA doesn't say anything related to Psychological evaluations or Personal interviews
during the recruitment process.

3. Among the compensation or economic benefits both companies, BBVA and Crediscotia
are willing to give sort of benefits besides the salary; like the payment of school fees,
insurance, bonuses, mobility and food vouchers. BBVA also takes care of the well-
being by organizing different activities for the employees and their families to
participate during the year. Both companies are worried on the identification and
training of their employees skills in order to fulfill their job position efficiently.

Recommendations

It would be way more accurate if a peruvian company tries to fulfill their employees needs by
evaluating them separately because some benefits given in other countries by transnational
companies are not that useful here in Peru like is the case of the food vouchers, mostly of
peruvians are used to get cash or other kind of benefits instead of vouchers, this is because of

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the culture of consumption. In respect to training of their employees, it is clear that most of the
employees would like to get promoted and trained by the company in order to get more
competitive and efficient at their work tasks.

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BIBLIOGRAFÍA
● BBVA. (2018, 25 junio). Información Corporativa BBVA. Recuperado 9 noviembre,
2018, de https://www.bbva.com/es/informacion-corporativa/
● CrediScotia. (9 de noviembre de 2018). Nuestra Identidad. Obtenido de Quienes
Somos: https://www.crediscotia.com.pe/Quienes-Somos/Conoce-Crediscotia/nuestra-
identidad
● Scotiabank. (9 de noviembre de 2018). Nuestro propósito. Obtenido de Scotiabank
Perú:
https://www.scotiabank.com.pe/Acerca-de/Scotiabank-Peru/Scotiabank-en-
Peru/nuestro-proposito

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