Commercial Bank Of Ethiopia

Dire Dawa District

Branch Operating Model Performance Monitoring And

Evaluation Slide

June 2023
Dire Da wa District
 Introduction
 CBE has star te d te sti ng the Branc h Op e rati ng Mo d e l ( BOM) i n 1 0
sample branches since February 20, 2023.

 Branch channel will have dedicated teams: operation, service, sales,

I FB a nd R M t e a m s; w i t h se g re g a t e d re sp o nsi b i l i t i e s a nd c l e a r
integration points.

 S al e s Te am - f ul l y re sp o nsi b l e f o r the re al i z ati o n o f strate g i c and

business targets - proactive sales engagement

- customer acquisition and Dire Da wa District

 Introduction
Service team - exploits in-branch cross-sell & digitalization opportunities

- Lead branch activities by the Meeter-Greeter

- executes the deals concluded by the sales team

Relationship Management team - responsible for delivery of personalized

services to selected customers of the Bank.

- maximize deals through acquisition, cross- sell and upsell.

Dire Da wa District
 Introduction
Operation team - ensures speedy service delivery at all times

objective - to exceed customer service expectations

positive results observed since the test is kick-started

- enhancement of customer experience

- proactive customer engagement

- increase in staff productivity

- elevated collaborative spirit in branchesDire Dawa District

Objectives of the Branch Operating Model Implementation
 E l e v a t e c u s t o m e r e x p e r i e n c e a t b ra n c h e s t h r o u g h d e l i v e r i n g f a s t ,
responsive, reliable, trusted, emphatic and appealing service

 Enhance productivity and effectiveness of branch staff

 Increase sales time of branch staff by assigning dedicated teams

 Achieve sales target of branches through proactive engagem ent with

customers

 Create conducive environment at branch for realization of the strategic

transformation of branch banking Dire Da wa District
 Objectives of this Document
 Establish standard reference for performance measurement at the test
branches

 Estab lish c ad enc e f or p erf orm anc e m easurem ent and p erf orm anc e
dialogue

 Refine success criteria and thresholds for the test

 Lay objective foundations for selection of best perform ing branches,

individual performers and districts for recognition

Dire Da wa District
 Basic Conditions for the Test
Te s t b ra n c h e s - s h o u l d m a k e s u r e a l l r e l e v a n t p r e p a ra t o r y w o r k s a r e
performed and satisfied before starting the test exercise

District and HO organs - should evaluate satisfaction of these conditions

after 15 days of test and inform VP Region for immediate correction

1. Keep the branch clean — including painting works,

2. Assign available workforce at the branch,

3. Assign operation, sales, service and RM teams,

Dire Da wa District
 Basic Conditions for the Test
4. Distribute to all staff the new JD,

5. Rehearse staff about the Bank's dressing code, core values and ethical
standards,

6 . Aware staf f of the b ranc h ab out the i r rol e s, ob j e c ti v e s of the b ranc h

operating model test,

7. Ensure system access of staff are updated as per the new role.

Dire Da wa District
 Basic Conditions for the Test
8. Call for m aintenanc e of any defec tive equipm ent and furniture in the
branch,

9 . S af e l y ke e p o r transf e r no n- f unc ti o nal and no n- m ai ntai nab l e f ixe d

asset to the,

10. Ensure clear (visible) separation of IFB operation from conventional.

Dire Da wa District
 Responsible Organs
1. Branch Manager -

I. Aware staff about this document and expectation of the Bank through
the test

II. Invite staff to set personal aspirations during the test

III. Monitor the day-to-day test progress as per the criteria set herewith

IV. E nsure c ustom e r i ssue s are ap p rop ri ate l y ad d re sse d at re asonab l e

t i m e a nd t h e c ust o m e rs w h o sub m i t t e d t h e c o m p l a i nt a re w e l l
informed about the corrections made Dire Da wa District
 Responsible Organs
V. Ask any clarif ication from district and HO organs for challenges during
the test

VI. C o m p i l e re p o r t f o r w a rd e d b y re t a i l , w h o l e s a l e a n d I F B t e a m a n d
forward to District

VII. E nsure g a p s i d e nt i f ie d b y C S AT a nd S DT a sse ssm e nt s a re t i m e l y

addressed or escalated if it is beyond the branch's capacity

Dire Da wa District
 Responsible Organs
2. Branch Internal Control Team -

I. Conduct CSAT survey on sample basis and compile a report

II. Conduct SDT survey on sample basis and compile a report

III. Com pile overall observation report and subm it to district and branch
team

IV. E nsure c usto m e r f e e d b ac k o r c o m p l ai nt s are re c o rd e d & re so l v e d

through NG Screener
Dire Da wa District
V. Participate in sales, service and operation team meetings periodically
 Responsible Organs
3. Teams in Branch - Operation, Sales, Service, RMs and IFB

I. Monitor and record performance on daily basis

II. H o l d d ai l y stand i ng m e e ti ng to e v al uate p e rf o rm anc e and i d e nti f y

champion of the day (to appreciate individual differences)

III. Take collective ownership of weakness and strength of the test

IV. I dentify key c hallenges and c om pile a report — resourc e availability,

system performance, HO support, District support, etc
Dire Da wa District
 Responsible Organs
4. District Team - Retail, Wholesale, IFB, Digital (together)-

I. Analyze eac h branc h perform anc e and determ ine sc oring on weekly
basis and provide feedback to test branch(s)

II. Identify key strength and weakness areas and provide enhancement or
corrective recommendations

III. Visit branch(s) at least once in a week (may not be performed all units
together)

Dire Da wa District
 Responsible Organs
IV. Check customer suggestion book for confirmation of logged customer

feedback

v. Take sample number of customers to verify contacts made by branch

s t a f f , l o g g e d i s s u e s a re a d d re s s e d & c o m m u n i c a t e d , a n d c u s t o m e r i s
satisfied with the response, and

VI. Send weekly performance monitoring report to RBD and RB & IFB TO

Dire Da wa District
 Responsible Organs
5. Retail Business Development Department -

I. Visit at least two test branches per week

II. Collect and compile weekly performance monitoring report of the test
branches

III. D i s c u s s a n d m o n i t o r t h e p e r f o r m a n c e p ro g re s s w i t h R B & I F B T O
department and create ownership

IV. Evaluate challenges raised from branches and propose resolutions in

consultation with HO organs Dire Da wa District
 Responsible Organs
V. Send issue resolution communication to district and branches

VI. Submit weekly report to EVP for further decision and direction

6. Retail Banking & IF-B Transformation Department -

I. Visit at least one test branch per week as part of monitoring

II. Arrange weekly meetings with RBD for performance monitoring

III. Send update to President Office in the weekly TO progress report

Dire Da wa District
 Responsible Organs
IV. Work with RBD to identify champion branch of the week

V. Communicate comparative performance report to test branches

V I . A r ra n g e m e e t i n g s b e t w e e n R B D, R B & I F B T O a n d M e a s u re m e n t &
Tracking teams to deliberate the weekly progress

V I I . Esc al ate i ssue s that d e m and atte nti on of the P re si d e nt or EMC f or

next action

VIII. Submit weekly report to VP-SPTO

Dire Da wa District
 Responsible Organs
7. Measurement and Tracking Department -

I. Perform the performance tracking and monitoring with RBD and RB& IF
-B TO

II. Add other monitoring metrics or modify existing ones as necessary

III. Advise RBD and RB&IFB TO how to scale the metric for rollout

IV. P e rf orm m yste ry shop p i ng to v al i d ate i m p rov e m e nts, and P e rf orm

c o m p re h e n s i v e e v a l u a t i o n o f t h e t e s t p e r f o r m a n c e a n d c o m p i l e a
report Dire Da wa District
 KPI
 The KPIs used for this test are selected based on the view that ensures
objectives def ined for the test period to maintain objectivity and does
not add huge monitoring burden on branch staff

 Exercising this KPI at branch would inform us to decide about:

- Reallocation of resources at branch

- How to address competency gap of branch staff?

- Taking appropriate action for performance variations and deviations

from target Dire Da wa District
 KPI
- Key drivers from HO organs that are impacting branch service

- C V P i np ut s, a l t e rna t i v e p ro d uc t p ro m o t i o n o p t i o ns b a se d o n
customer feedback

- Redesign workflows

- Redefine roles and responsibilities

Dire Da wa District
 High Level Branch KPIs
 the m o ni to ri ng w i l l hav e at l e ast 5 m aj o r c ate g o ri e s f o r w e e kl y
compilation

 The weights allocated range between 15% and 25%

 T h e h i g h e st w e i g h t i s g i v e n to re sp o nsi v e ne ss a nd t h e l e a st i s
assigned to proactive customer engagement

 much emphasis is given for responsiveness because the major change area of the
o pe rating mo d e l is to d e d ic ate te ams fo r an e nd - to - e nd d e live ry and to maintain
single point of contact for customers

 w e i ght s a ssi gne d t o sa l e s i s no t hi ghe r t ha n o t he rs bDi/recDawi ta Disttraictke s l o nge r t i m e &

 summary of major performance monitoring criteria
No. Criteria & Sub-Criteria Weight Remark

1 Service excellence 20 %

2 Productivity & effectiveness 20 %

3 Responsiveness 25 %

4 Sales 20 %

5 Proactive customer engagement 15 %

6 Value proposition (bonus) 5 %

Total 105 %
Dire Da wa District
 Breakdown of Major KPIs
 The major criteria are detailed into 27 measures most of which needs
to be monitored manually by each team in the branch

 The test branc h Control team shall independently take m easurem ent
and report to the branch & district Retail & Branch Banking team about
customer satisfaction and service delivery time independently

 Fro m t h e 2 7 m e a s u re s l i s t e d b e l o w 1 2 ( 6 1 % ) o f t h e m a re t o b e
measured manually while the rest 15(39%) are to be downloaded from
system
Dire Da wa District
 Breakdown of Major KPIs
 The Operation team takes 43% of the performance

 The Sales and RM team takes 35% of the performance

 The Service team takes 30% of the performance

 Digital penetration performance (5%) will be shared by both sales, RM

and service teams

Dire Da wa District
 Breakdown of Major KPIs
 From strategic importance point of view :-

 m o re t ha n 6 3 % ( 1 4 ) o f t he m e a sure s a re re l e v a nt f o r c re a t i ng
'customer centric' CBE branch

 23% (5) are relevant for creating 'cost efficient' branch

 14% (7) are relevant for championing CBE as digital lead

Dire Da wa District
 Breakdown of KPIs with corresponding weight

No. Criteria & Sub-Criteria Weight Teams Pillar

1 Service excellence 20 %
10 % Oper & Ser Cust
1.1 CSAT Rate Centric
10% Oper & Ser Cus
1.2 SDT Centric

2 Productivity & effectiveness 20 %

5% Operation Cost
2.1 Transaction to teller ratio Efficient

2.2 #of teller transactions < 10K* 5% Oper & Ser Cost Efficient
5% Operation Cost
2.3 Ratio of teller transaction <IOK Efficient
Dire Da wa District
 Breakdown of KPIs with corresponding weight

No. Criteria & Sub-Criteria Weight Teams Pillar

3 Responsiveness 25%

3.1 #of feedback/issues received 5% Service Cust Centric

3.2 #of issues closed 5% Service Cust Centric

3.3 #of issues escalated* 5% Service Cust Centric

3.4 ATM reconciliation backlog 7% Service Cust Centric

3% oper, sal and serv Cos
3.5 Daily Sales and service dialogue sales Effic Dire Da wa District
 Breakdown of KPIs with corresponding weight
No. Criteria & Sub-Criteria Weight Teams P illar s
4 Sale s 20%
4.1 Cross-sell 4%
4.1.1 Incremental cross-sell ratio on selected customers 2% sales & RM Cust Cent
4.1.2 Incremental deposit from cross sell on selected customers 2% Cust Cent
4.2 Additional deposit mobilized 3%
4.2.1 Retail segment 1% Sales & RM Cust Cent
4.2. 2 Wholesale segment 1% Sales & RM Cust Cent
4.2.3 IF-B segment 1% Sales & RM Cust Cent
4.3 Additional FCY mobilized 4% Sales & RM Cust Cent
4.4 Deposit from upsell & cross-sell 4% Sales & RM Cust Cent
4.5 Digital penetration 5%
4.5.1 Mobile banking 2% Serv, Sales & RM Dig Lead
4.5. 2 Mobile money 1% Serv, Sales & RM Dig Lead
4.5.3 Card banking 1% Serv, Sales & RM Dig Lead
4.5.4 Internet banking 1% Serv, S
Dia
re lDeas
wa&
DisR
trM
ict Dig Lead
 Breakdown of KPIs with corresponding weight

No. Criteria & Sub-Criteria Weight Teams P illar s

5 Proactive customer engagement 15%

5.1 #of customer calls 3% Sales & RM Cust Cent

5.2 #of cards delivered to customers 3% Sales & RM Dig Lead

5.3 #of customer issues resolved 3% Sales & RM Cust Cent

5.4 #of visits at POS merchant site 3% Sales & RM Dig Lead

5.5 #of visits at Agent site 3% Sales & RM Dig Lead

6 Value proposition idea generation 5% SalDeiresD, aRwM atrnicd

a D is t Se r vice
 Operationalization of KPIs
 This part prov ides a detailed operationalization def inition, proc edure
and metric for each measurement criteria.

A. Service Excellence – will be evaluated against

 the branches progress in driving CSAT and

 A l l s e r v i c e s a re d e l i v e re d a t l e a s t a s p e r t h e s t a n d a rd s e r v i c e
delivery time with courtesy and responsiveness

Sample is taken by Control Manager & his Team

 The daily number of samples should not be lower than 1Di0re Dawa District
 Operationalization of KPIs
Timing Of Survey

 Monday - 8:30 To 9:30

 Tuesday - 14:30 To 15:30

 Thursday - 12:30 To 13:30

 Saturday - 14:30 To 15:30

 The SDT start counting when customer f inish f illing relevant forms or taking queue
ticket (if available), and called and ends at the time of transaction advice receipt or
cash collection. Dire Da wa District
 Operationalization of KPIs
 For new custom er's account opening, the serv ice shall be reported to
be completed at the time of customer authorization by the HO team

 The questionnaire should always be available in the branch lobby areas

 T h e M e e t e r - G r e e t e r s h o u l d e n c o u ra g e c u s t o m e r s t o p r o v i d e t h e i r
feedback at all times

 In addition to CSAT and SDT measurement, the Controller shall observe

staff dressing code compliance, staff in time arrival, daily and weekly
meetings, high traffic hours of the day.
CSAT compilation summary

Dire Da wa District
SDT compilation summary

Dire Da wa District
Standard service delivery times

Dire Da wa District
 Staff Productivity and effectiveness
B. Staff Productivity and effectiveness

 Operation team BBOs are relieved from non-core functions like

 assisting customers with information enquiry

 balance confirmation

 Troubleshooting

 tellers are expected to deliver service as fast as possible with courtesy,

empathy and responding to customer questions with respect.
Dire Da wa District
 Staff Productivity and effectiveness
 There are four metrics under this part:

I. Transaction to teller ratio - this involves the ratio of all cash deposit,
cash withdrawal and custom er fund transfer transactions processed
under the Operation Team throughout the day to the number of tellers
available in the day.

- Tellers who worked for half day should be included in the teller count as
full-day

Dire Da wa District
 Staff Productivity and effectiveness
 Target for this ratio

- 1 teller to 70 transactions and

- 1 teller to 100 transactions

 Tellers who processed m ore than 100 transactions per day should be
celebrated at the branch.

Dire Da wa District
 summary of teller transactions per day

NO Date Number of Number of Number of Number Average Ratio of

te lle r te lle r low value of transaction low value
transaction withdrawals tellers transactio
withdrawals per teller ns ns
(A) (B) (D)
(E=A/D) (F=C/B)

Dire Da wa District
Number of teller cash withdrawal transactions less than ET B 10,000
II. Number of teller cash withdrawal transactions less than ET B 10,000 :

 I n v o l v e s a c o u n t o f l o w v a l u e t e l l e r c a s h w i t h d ra w a l t ra n s a c t i o n s
am ounting to E T B 1 0 , 0 0 0 whic h c ould hav e b een p roc essed throug h
our ATM channel.

 I t i s hi g hl y ad v i sab l e f o r the b ranc h to se t m ax i m um al l o w ab l e l o w

value c ash withdrawal transac tion targ et f or the b ranc h and f or eac h
teller

 T h e M e e t e r G re e t e r s h o u l d b a l a n c e a l l o c a t i o n o f t h e s e l o w v a l u e
Dire Da wa District
Target for low value teller transactions

Dire Da wa District
 Ratio of teller transaction less than ET B 10,000
III. Ratio of teller transaction less than ET B 10,000:

I s t h e ra t i o o f c a s h w i t h d ra w a l t ra n s a c t i o n s w i t h v a l u e l e s s t h a n E T B
10,000 to the total number of cash withdrawal transactions processed in
the branch

 It should be calculated at branch level.

 This data should be compiled on daily basis

 The branch should provide relevant justif ication for the number of cash
withdrawal transactions with value less than ETB 10,00D0ire.Dawa District
 Number of fund transfer transactions less than ETB 200,000:
 This is the ratio of fund transfer transactions in the branch (not by the
operation team only) with value less than ETB 200,000 to the total fund
transfer transaction processed by all teams.

 T hi s sho ul d e x c l ud e f und t ransf e r t ransac t i o ns t hat sho ul d o nl y b e

processed by the branch team (like court order), all CPO issuance and
payment, all tax collection, bond issuance and settlement.

 Al l the f our m etri c shoul d b e trac ked on d ai l y b asi s by the Op erati on

Team
Dire Da wa District
Summary of FT transaction for the week with value less than ETB
200,000

Dire Da wa District
 Responsiveness
C. Responsiveness

 To b e c u s t o m e r c e n t r i c b y a d d r e s s i n g c u s t o m e r p a i n a r e a s a n d
increasing customer gains.

 Invite customers provide feedback on the products and service

 T hi s m e tri c i nf o rm s us ho w f ar w e are i nte re ste d i n the c usto m e r's

views and how reactive we are in making sure the issue is closed and
similar incidents can be avoided from happening in the future or it can
be minimized
Dire Da wa District
 Responsiveness

 There are five metrics under Responsiveness :-

i. N u m b e r o f f e e d b a c k / i s s u e re c e i v e d i n v o l v e s a l l i s s u e s t h a t h a v e
been reported by customers of the branch orally or in writing

 re c o rd t h e c u s t o m e r f e e d b a c k i n t h e c u s t o m e r s u g g e s t i o n re g i s t e r
including address of customers

 insert to NG case Manager for ease of retrieval and tracking

 The weekly target for feedback collection is

Dire Da wa District
 0.5% of customers served during the week but not more than 30
 summary of feedback received by branch over the week

Customer Number of Number of

Major Number of Key issues
No Date feedback issues issues Remark
category feedbacks raised
grouping closed escalated

Dire Da wa District
 Number of feedback/ issue closed
i i . N u m b e r o f f e e d b a c k / i s s u e c l o s e d : a l l s e r v i c e i n c i d e n t s ra i s e d b y
customers should be closed by the branch within the same date .

 S u c h c l o s u re s h o u l d b e re c o rd e d i n t h e re g i s t e r b o o k n e x t t o t h e
customer feedback by the Control Manager

 I f T he c l osure i s d one af te r the c ustom e r has l e f t the b ranc h of fic e ,

inform the customer through telephone calls.

 Branches should close at least 75% of logged issues

Dire Da wa District
 Number of issues escalated
i i i . N um b e r o f i ssue s e sc a l a t e d : i f t he c usto m e r i ssue i s b e yo nd t he
b ra n c h e s i n f lu e n c e , i t s h o u l d b e e s c a l a t e d t o t h e d i s t r i c t t e a m s f o r
resolution.

 The Branch Manager should be personally responsible for follow-up of

escalated issues

 If the escalated issues remain unresolved for two weeks it should be

escalated to the Regional Office.

 Branches may escalate to district at most 25% of logged issues

Dire Da wa District
 ATM reconciliation backlog
i v . AT M r e c o n c i l i a t i o n b a c k l o g : t h e b r a n c h s h o u l d e n s u r e a l l AT M
t ra n s a c t i o n s a r e r e c o n c i l e d w i t h i n n e x t b u s i n e s s d a y a n d n o b a c k l o g
should be reported

ATM
Lasrtedc
ato
encNiluiamtiboenr soufmi m
t ea
mrsy Days since last
ATM No. ATM Remark
reconciled adjusted per week reconciliation

Dire Da wa District
 summary of sales and service dialogue

Date Team Key Issues Raised Direction Champion Staff

Lagging sales target, customer

Sales or Service or complaint, SDT success, txn
Operation or Combined migration, etc.

Dire Da wa District
 Sales target
D. Sales target

 T he b ranc h shoul d b asi c al l y f oc us on the ov e ral l d e l i v e ry of annual

sales targets of deposit mobilization, FCY mobilization, customer base
expansion and digital penetration.

I. Incremental cross-sell ratio on selected customer: The Branch sales

and RM should identify potential customer who are account holders of
the Bank to convince them open additional accounts.

 Customers should be listed and corresponding cross-sell target should

Dire Da wa District
 weekly sales plan summary
 T he p l an sho ul d b e p re p are d o n w e e k l y b asi s and sho ul d b e
communicated to the district team ahead.
No. Customer Current Potential Potential Deposit FCY Digital Sale s
Name products product(s) for digital target target transaction technique
target

Dire Da wa District
 Additional deposit mobilized
ii. Additional deposit mobilized: this should align with the monthly deposit
target of the branch despite earlier achievement of same.

Business Plan (A) Actual (B) Deviation Percentage Weight Score

Segment (D=C/B) (E)

Retail 1%

Wholesale 1%

IFB 1%

Total 3%

Dire Da wa District
 FCY mobilized:
i i i . FC Y m o b i l i z e d : t hi s sho ul d a l i g n w i t h t he m o nt hl y FC Y m o b i l i z a t i o n
target of the branch despite earlier achievement of same.

Dire Da wa District
 Incremental deposit from cross-sell and upsell
iv. Incremental deposit from cross-sell and upsell: Should align with item (
I ) above but for amount of deposits mobilized from selected customers.

 It shall also remark the number of in active accounts activated through

proactive engagement

 The list of inactive accounts which the branch sales team will contact
with a corresponding deposit target should be communicated with the
District team ahead of every week starting.

Dire Da wa District
 Digital penetration

v. Digital penetration: this should align with the monthly digital target of
the branch despite earlier achievement of same.
Digital channel P lan Actual (B) Deviation Percentage Weight (E’) Score
(A) (C=B-A) (D=C/B)

Mobile Banking 2%
Mobi
le money 1%

Card banking 1%

Internet banking 1%

Total 5%
Dire Da wa District
 Proactive customer engagement
E. Proactive customer engagement branch sales team are expected to
engage with customers proactively by building clear understanding about
the c usto m e r p ro f il e ( ac c o unt & transac ti o n hi sto ry, d e m o g rap hi c and
economic data).

 P a r t i c ul a rl y, t he R e l a t i o nshi p Ma na g e rs sho ul d e st a b l i sh p e rso na l

c o nne c t i o n w i t h c usto m e rs a nd m ay p a r t i c i p a t e i n so c i a l e v e nt s to
cement the connection.

 There are five metrics under this measure:

Dire Da wa District
 Proactive customer engagement
I. N u m b e r o f c u s t o m e r c o n t a c t s / c a l l s : R e l a t i o n s h i p M a n a g e rs a n d t h e
b ra n c h s a l e s t e a m s h o u l d a n a l y z e c u s t o m e r r e c o r d s a n d m a k e
introduction call for the first instance of connection.

 the RM should maintain fixed contact schedule with the customer

 the sales team at the branch should prioritize Retail (Middle and Mass)
and Wholesale (Micro) customers

Dire Da wa District
 weekly customer contact plan
Customer Customer Segment Customer Call Call Expected Remark
ID Name Potential Agenda schedule Outcome

Dire Da wa District
 weekly customer contact or call summary report
Customer ID Customer Segment Call Date Realized Remark
Name Agenda Called Outcome

Dire Da wa District
 Number of cards delivered to customers
i i . N u m b e r o f c a rd s d e l i v e re d t o c u s t o m e r s : S a l e s a n d s e r v i c e t e a m
should work together to identify c ustom ers in whose nam e AT M c ard is
produced but not delivered

Weekly ATM card delivery plan

No. Customer Name Account Number D e l i v e ry Place of Remark

Date D e l i v e ry

Dire Da wa District
 Number of customer issues resolved
iii. Number of customer issues resolved: Sales team should engage with
the c ustom er to understand their p ain p oints, g ain areas and learn their
aspirations.

NO. Customer
SaleSsegtm
eaem
nt
or RPM customer issue register
hone Contact Feedback Resolution Staff
No. Date Name

Abebe Retail-Affluent
Kebede
Challa Gurmu Retail-Middle
Meaza Wholesale-
Gedeon SME
Dire Da wa District
Habru Kesete Wholesale-
 Number of visits at POS Merchant location
i v. N um b e r o f v i si ts at P OS Me rc hant l o c ati o n: RM, se rv i c e and sal e s
t e a m s s h o u l d c o o rd i n a t e a n d s c h e d u l e t h e i r v i s i t s c h e d u l e w i t h P O S
merchants.

No. MeW
rceheaknlty PO
MSerm
chearncthanVtisliot catio
Vnisivtiinsgit plO
abnjective Remark
Name Site Date & staff
Hr

Dire Da wa District
 District Team KPI
District Team KPI

 Distric t Retail, Wholesale, I F-B and Digital Banking team s give strong
support

 T h e v a r i a t i o n a m o n g b ra n c h e s i s b a s i c a l l y d r i v e n b y i n d i v i d u a l
difference of leadership not institutional clarity of what should be done.

 The district Retail, IFB, Wholesale and Digital Teams should track their
performance and report same to RBD on weekly basis.

 the f o l l o w i ng K P I s are d e v e l o p e d to m o ni to r the d i sDitrerDiacwatDisstriu

ct p p o r t a t
 District team support
No. KPI Weight Relevant district Remark
t e am
1 Branch capability 20%
1.1 Availability of HR 5% R&BB and IF-B
1.2 Availability of stationery & printing 5% R&BB and IFB
1.3 Availability of fixed asset 5% R&BB and IFB
1.4 Availability of data/reports to branch team 5% R&BB and IF-B
2 Proactive customer engagement 30 %
2.1 Accompanying branch during customer visits 10 % All
2.2 Counter-check customer calls 20 % All
3 Responsiveness 20 %
3.1 Number of resolved issues 15 % All
3.2 Number of escalated issues 5% All
4 Support & monitoring 30 %
4.1 Branch visits 5% All
4.2 ATM performance monitoring 5% Digital
4.3 ATM reconciliation monitoring 5% Digital Dire Da wa District
 District Team KPI
 Availability of HR, Availability of stationery & printing, Availability of
fixed asset and Availability of data to branch team are binary measures
(Yes/No) where either the district team achieves zero or full score.

A c c o m p a n y i n g b ra n c h d u r i n g c u s t o m e r v i s i t s : T h e d i s t r i c t t e a m
(Wholesale, IFB and Retail) should visit impactful branch customers.

Countercheck customer calls: the district team (Wholesale, IFB and Retail)
should select sample customers and make telephone calls to confirm that
branches are actually doing the proactive engagement.
Dire Da wa District
 District Team KPI
Branch customer call counter check summary
No. Segment Number of calls Number of Number of Number of
successful calls samples checked calls
selected
Retail
Whole sale
IF-B

List of customers contacted by district team for counter check

No. Customer Mobile Customer Customer Remark
confirmation impression

Dire Da wa District
 District Team KPI
Number of resolved and escalated issues: Is a measure of how effective
and ef ficient are the district teams in responding to issues escalated from
branches

summary of issues resolved at district team level

No. Week Number of Escalation Week Week Number of Remark
Issues source escalated resolved issues re
escalated to
escalated branch
HO organs

Dire Da wa District
 District Team KPI
Branch visit: State the date when the district team paid visit to test branch
including key observations and support provided.

AT M p erf orm anc e m onitoring : ensure AT Ms serv ic e is av ailab le as p er

stand ard , m oni tor the AT M p e ri od i c al l y, i d e nti f y c hal l e ng e s and ad v i se
branches how to address.

A T M r e c o n c i l i a t i o n m o n i t o r i n g : p r o v i d e c o n f ir m a t i o n o n A T M
reconciliation record of the branch is up-to-date and assist to realize such
initiatives.
Dire Da wa District
 Reporting Period and Reporting Hierarchy of the KP1s
Reporting Period and Reporting Hierarchy of the KP1s

 T h e m a n u a l d a t a t ra c k i n g s h a l l b e p e r f o r m e d b y t h e r e s p o n s i b l e
branch staff

 T he rep or ti ng shal l b e c om p i l ed and sent on weekl y b asi s to d i stri c t

t e am o n Fri d ay and t he d i st ri c t t e am shal l t he n se nd i t s c o nf irm e d
re p or t on S aturd ay to RBD, RB&I FB TO and Me asure m e nt & Trac ki ng
departments.

 The performance period for a report shall cover Friday to Thursday

Dire Da wa District
Objectives of this Document

Dire Da wa District
Dire Dawa District