Rafael Camayo, central administration manager at Caja Huancayo, arrived at the entity in 2006. He did not enter the first competition, but agreed to do an internship despite working as an accountant. The support of his leadership allowed him to take on more responsibilities and advance from assistant to assistant and then to boss. Today he values serving through microfinance those who the banks did not serve.
In the following interview, he addresses Caja Huancayo’s strategy in the field of human capital. As of October, the entity led the sector’s profits with more than S/200 million and, as of September, it was positioned among the 10 entities in the financial system with the highest profits.
Caja Huancayo was positioned among the 10 entities in the financial system with the highest profits. What is the strategy?
The value that our collaborators provide has been fundamental. Our employees are committed to the institution, a commitment that is reflected in our Great Place to Work certification. We are the first bank in the microfinance system to obtain this recognition. This achievement has been possible thanks to the strengthening of our organizational culture and, especially, the provision of technical tools that our staff needs for optimal performance. This is how we have managed to align the team’s vision with our strategic objectives.
What work have you been doing in the area of human capital so that 85% of employees consider that the cashier is an excellent place to work?
Over time we have evaluated and managed our human talent. As a result, we implement comprehensive management through training tools and strategies that align staff competencies with the organization’s strategic objectives. These objectives include profitability, but without losing the sense of humanity towards our collaborators.
Currently, we have more than 5,900 highly trained employees, with an investment of more than a million soles. This has generated the results that we see at the end of October. We have also reinforced our organizational culture, based on our values: agility, innovation, excellence, heartfelt commitment and being partners with our clients. These values have helped align our collaborators with our strategic objectives.
In an environment as competitive as that of the offer of credits and advice, how does this reinforcement translate into day-to-day life?
Today we are working to eliminate the schedule extensions. They are no longer done consecutively like before. Furthermore, Caja Huancayo’s commitment is not only to its employees, but also to their families, through Christmas gifts at the end of the year, bonuses and the benefits coupon book. We need motivated collaborators, not pressured or affected. Also, we have the “To school with my children” campaign, among other policies that seek to empower them and make them feel that they are at home, without pressure.
How hard was it and how long did the process take?
This is the third year we have been working. I also recognize the work of the human talent management department, which has carried out this process. It was a quite hard process and at certain times questioned, but today we see that this important step is bearing fruit. We believe that small changes become big changes over time. And we have the best talent, committed personnel and a sense of identity.
A characteristic of the microfinance system has always been staff turnover. How has this been evolving in the box?
This indicator has been reduced compared to the microfinance system and is a reflection of the work we have been doing at Caja Huancayo. Another important aspect is the career line that we work in the box. For example, I started as an intern and today I am in this position. Having a career path as a policy inspires all employees.
I am one of the managers who puts a lot of emphasis on that part. The talent is in Caja Huancayo, the talent is developed in Caja Huancayo. Therefore, the first opportunity is for those who are inside to cover positions. Carmen Terrazos also comes from a career line and today is a manager in charge of operations and finances. And the different managers, more than 99%, are talent trained at Caja Huancayo.
However, the competition is fierce. Now that they are leading in profits, the competition may come for cashier talent…
Okay, but as I said we basically work on commitment and sense of identity. When a collaborator has an identity, it is quite difficult for him to emigrate to another institution because here he has the opportunity to develop a career path. As I mentioned, more than 99% of managers and team leaders are trained at Caja Huancayo. In addition, we offer a series of benefits. We go beyond the collaborator because we also involve the family. A son, a dad or a mom has identity with the box.
They are in all regions of the country. How complicated is it to manage 5,900 people?
There we generate internal communication channels. One of the most effective internal communication channels that we see is WhatsApp, through WhatsApp groups, by areas, by territories. There, the involvement of the human talent management area and of myself as part of the administration management is to continue motivating them, being part of them, visiting their workplaces, congratulating them for the great work they do. We changed the culture in sharing spaces and meetings, which are no longer just about activities to complete. We have a series of activities aligned with the organizational culture that gives us results today.
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